Where new things come from.
WHERE OPPORTUNITIES ORIGINATE
Problems customers describe Complaints and requests Things customers do themselves because nothing exists Work-arounds people have built Processes that are obviously inefficient Changes in technology, regulation or behaviour Gaps competitors leave
WHY WORKAROUNDS MATTER MOST
A customer who built their own solution has demonstrated both the problem and their willingness to invest in it.
WHAT TO LOOK FOR
Things people do repeatedly and badly Things people pay someone to do manually Complaints that recur across customers Requests you currently decline
WHY REQUESTS YOU DECLINE
They indicate demand you are not serving.
WHAT TO ESTABLISH
A record of them.
WHAT TO ASK CUSTOMERS
What is difficult What takes too long What they wish existed What they currently use instead
WHY THAT LAST QUESTION
The alternative reveals what you are actually competing with.
WHAT TO OBSERVE
How customers actually use what you sell.
WHY OBSERVE RATHER THAN ASK
People describe what they intend to do, not what they do.
WHAT TO EXAMINE INTERNALLY
Where your own processes are inefficient What capability you have that could serve another market
WHAT TO ESTABLISH
A way for staff to raise ideas.
WHY
They see problems customers mention and never report.
WHAT TO AVOID
Ideas generated without contact with customers.
WHY
They reflect what the business finds interesting rather than what is needed.
