Companies must become outcome-driven (parte I)

“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.
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when capturing customer requirements, managers must be looking for the criteria customers use to measure the value of a product or service—not their ideas about the product or service itself.
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being customer-driven is just not good enough to ensure success—companies must become outcome-driven.
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To execute their innovation processes successfully, companies must obtain three distinct types of data. They must know which jobs their customers are trying to get done (that is, the tasks or activities customers are trying to carry out); the outcomes customers are trying to achieve (that is, the metrics customers use to define the successful execution of a job); and the constraints that may prevent customers from adopting or using a new product or service.
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In both new and established markets, customers (people and companies) have jobs that arise regularly and need to get done. To get the job done, customers seek out helpful products and services.”

Gosto desta abordagem dos "jobs-to-be-done" que os clientes têm de realizar para conseguir obter, viver, os resultados, as experiências (outcomes)  pretendidas.
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Trechos retirados de "What Customers Want" de Anthony Ulwick.