some facts about innovation and product value development
| "… after 20 years of customer-driven thinking, U.S. companies still find that 50-90 percent of their product and service initiatives are failures, collectively costing them more than $100 billion each year." 2005 -Anthony Ulwick | |
| "For a company to innovate, it must create products and services that let consumers perform a job faster, better, more conveniently, and/or less expensively than before. To achieve this objective, companies must know what outcomes customers are trying to achieve (what metrics they use to determine how well a job is getting done) and figure out which technologies, products, and features will best satisfy the important outcomes that are currently underserved." | |
| "Because companies tend to fund far more projects than they should, they are forced to spread limited resources across many projects. This undisciplined approach to innovation costs Fortune 1000 companies more than $50 billion per year in wasted development expense and directs resources away from opportunities that are truly worthy of pursuit." | |
| "…90% of companies cannot sustain above-average shareholder returns for more than a decade." 2005 -Michael L. George | |
| "The estimates generally show that a slow and ineffective innovation process costs companies between 20% and 50% of their potential shareholder value." | |
| "A dearth of good ideas is rarely the core problem in a company that struggles to launch exciting new-growth businesses. The problem is in the shaping process. Potentially innovative new ideas seem inexorably to recast into attempts to make existing customers still happier." 2003 -Clayton M. Christensen & Michael E. Raynor | |
| "A company must deliver the rate of growth that the market is projecting just to keep its stock price from falling. It must exceed the consensus forecast rate of growth in order to boost its share price." | |
| "Companies that target their products at the circumstances in which customers find themselves rather than at the customers themselves, are those that can launch predictably successful products. Put another way, the critical unit of analysis is the circumstance and not the customer." | |
| "Increasingly, the motivating force that brings people together for work is less "a business organization" and more the collective enterprise -- activities driven by a common set of interests, goals or values" "The Global Brain" 2008 -Satish Nambisan & Mohanbir Sawhney | |
| "Simply put, mergers and acquisitions don't work as advertised. Between 70% and 80% of the M&A initiatives end up in failures -- most of them within the first 18 months" "The Global Brain" |
