What I find interesting is that a method that has historically been used only for product innovation, and requires cultural adoption (which is hard) is more easily introduced into a traditional vendor selection process.
There is no expensive survey required, and no one needs a PhD in statistics to segment a market. A simple survey of internal stakeholders (end users, managers, etc.) will all be in the same segment, so their ratings can be taken as an indicator of which sub-objectives (steps) and metrics (desired outcomes) should be included as part of a scenario to be included in an RFI/RFP.
This is the side of the market where money is actually spent (buying B2B solutions) so this is where there will be a higher number of potential customers, many groups within a single enterprise, and a lot of frequency. Why, if you have a standardized approach, wouldn't you adapt it this way?
To me it seems like another easy pathway that could ultimately lead toward innovation teams. As vendors see more of it, they will likely become highly interested in it as well. Hmmm. Makes ya think.
Congrats on excellent adaptation of ODI / JTBD! I love how this approach puts the ball in the suppliers court to demonstrate how their solution solves your problems. This approach also keeps your company from falling into the trap of specifying and locking yourself into sub-optimal solutions, (simply because it's impossible to have complete knowledge of what is truly possible in-house).
Can I ask, how did the suppliers respond to this 'ODI' RFI? and did the any of the solutions proposed surprise you in a good way?
I believe this is something I would need to test and improve (haven't had the chance) and ultimately would provide a sound basis for negotiating fees with vendors that have been in a position of control for far too long as they add cost and complexity that many customers don't need.
What I find interesting is that a method that has historically been used only for product innovation, and requires cultural adoption (which is hard) is more easily introduced into a traditional vendor selection process.
There is no expensive survey required, and no one needs a PhD in statistics to segment a market. A simple survey of internal stakeholders (end users, managers, etc.) will all be in the same segment, so their ratings can be taken as an indicator of which sub-objectives (steps) and metrics (desired outcomes) should be included as part of a scenario to be included in an RFI/RFP.
This is the side of the market where money is actually spent (buying B2B solutions) so this is where there will be a higher number of potential customers, many groups within a single enterprise, and a lot of frequency. Why, if you have a standardized approach, wouldn't you adapt it this way?
To me it seems like another easy pathway that could ultimately lead toward innovation teams. As vendors see more of it, they will likely become highly interested in it as well. Hmmm. Makes ya think.
Mike,
Congrats on excellent adaptation of ODI / JTBD! I love how this approach puts the ball in the suppliers court to demonstrate how their solution solves your problems. This approach also keeps your company from falling into the trap of specifying and locking yourself into sub-optimal solutions, (simply because it's impossible to have complete knowledge of what is truly possible in-house).
Can I ask, how did the suppliers respond to this 'ODI' RFI? and did the any of the solutions proposed surprise you in a good way?
Thanks Tom.
As I recall, there were a lot of blank responses. I wasn't really surprised at all.
It wasn't just the vendors that struggled with this. My peers were used to leading the vendors down a path they wanted (I wonder why?)
I believe this is something I would need to test and improve (haven't had the chance) and ultimately would provide a sound basis for negotiating fees with vendors that have been in a position of control for far too long as they add cost and complexity that many customers don't need.