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The Customer-Centered Innovation Map - Coggle Diagram
The Customer-Centered Innovation
Map
they rely on inquiry methods (such as customer interviews) that don’t generate the most promising ideas or exhaustive sets of possibilities
All jobs have the same eight steps. To use job mapping, look for opportunities to help customers
at every step
When there are changes to inputs or the environment, or if execution is problematic, the customer may need help with updates, adjustments or maintenance
Job mapping provides companies with a comprehensive framework with which to identify the metrics that clients themselves use to measure success in executing a task.
With a work map in hand, a company can analyze the biggest drawbacks of the products and services that customers currently use.
Clients should keep an eye on results or production during execution, especially to determine if they need to make adjustments
to get the task back on track in the event of a problem
Our method, which we call “job mapping,” breaks down the task the customer wants done into a series of discrete process
Job mapping differs substantively from process mapping in that the goal is to identify what customers are trying to get done at every step, not what they are doing currently.
The starting point for identifying innovation opportunities is
trace, from the client's perspective, the steps involved in executing a particular job
This universal structure, regardless of the client, has
the next steps in the process: define what the job requires
When work is the focal point of value creation, companies can not only improve their existing offerings, but can also target a new market space or "blue ocean"
The goal of creating a work map is to discover what the client is trying to do at different points in the execution of a job and what needs to happen at each point in time for the job to be carried out successfully.
a business may look for ways to help clients understand their goals, simplify the resource planning process, and reduce the amount of planning required.
When tangible materials are involved, a company might consider streamlining this step by making the required components easier to gather, ensuring that they are available when and where needed
Companies can think of ways to maintain consistent performance in different contexts
Another approach is to find ways to incorporate confirmation into the location and preparation steps, as this would allow the customer to get on with the job more quickly and easily.
the client ensures that the materials and the working environment have been properly prepared; validates the quality and functional capacity of the material and informational components; and confirms priorities when deciding between execution options.
Clients consider the execution step to be the most important part of the job
A company seeking to differentiate itself could help clients gain access to the information and feedback they need and decide between execution alternatives.
While some monitoring activities are passive others can often be time consuming and demanding on clients
customers need help deciding what to adjust, as well as when, how and where to make changes
Complex jobs, on the other hand, may involve some final process steps
Clients often think that completing the steps is cumbersome because the main work has already been completed, so companies should help them simplify the process
When a problem arises, customers need resources, tools and diagnostics to help them determine a resolution quickly
One way to help clients finish the job is to design the desired benefits last at an earlier step in the process.
To identify opportunities for innovation, some companies focus on product leadership, others on operational excellence, and others on customer intimacy.