Anthony Ulwick

what criteria customers are going to use to judge a product's value and dutifully design a product that ensures those criteria are met. These criteria must be predictive of success and not lagging indicators.

customers' desired outcomes.

the outcome-driven paradigm, for example, companies do not brainstorm hundreds of ideas and then struggle to figure out which, if any, have value. Instead they figure out which of the 50 to 150 outcomes for a given job are important and unsatisfied

systematically devise a few ideas that will better satisfy those underserved outcomes. Since they know which outcomes