What does ODI Opportunity Score · LSS.WIKI explain?

Anthony Ulwick's Outcome-Driven Innovation (ODI): opportunity = importance + max(0, importance − satisfaction).

Where should I continue learning?

Continue through the related NEWMETH topic pages or open the corresponding workspace tool.

ODI Opportunity Score

机会算法控制台Opportunity Console

选一个任务场景Pick a job scenario

下方表格拖滑块,矩阵实时动 Drag the sliders below — the matrix updates live

公式(10 分制):
机会 = 重要 + max(0, 重要 − 满意)
≥15 = 机会大;10~15 适度;<10 已饱和 Formula (0–10 scale):
opp = importance + max(0, importance − satisfaction)
≥15 = big opportunity; 10–15 moderate; <10 saturated

当前最大机会Top opportunity

—

重要但满意度最低的成果Important outcome with the worst satisfaction

最高机会分Highest opportunity score

—

越高越值得投资Higher = more worth investing in

过度服务的成果Over-served outcome

—

已饱和,别再砸钱Already saturated — stop pouring money in

故事 · 把「创新」变成一道算术题 Story · Turning "Innovation" Into Arithmetic

多数公司「创新」靠拍脑袋:老板觉得哪个功能酷就做哪个,命中率全凭运气。 Tony Ulwick 不服气 —— 他在 1990 年代提出成果驱动创新(ODI),主张创新机会是可以量化的。做法是:把客户完成一项任务时想达成的所有「成果」列出来,让客户给每个成果打两个分: 有多重要、现有方案让你多满意。然后用一条简单公式算出每个成果的「机会分」。得分最高的那些,正是客户极在乎、却长期没被满足的地方 —— 也就是最该投资的创新方向。靠这套方法,Ulwick 帮一票公司把新品成功率从行业平均的两三成,拉到了八成以上。创新,从此不再是赌博。 At most companies, "innovation" is a gut-feel exercise: whichever feature the boss thinks is cool gets built, and the hit rate is whatever luck delivers. Anthony Ulwick refused to accept that — in the 1990s he laid out Outcome-Driven Innovation (ODI), arguing that innovation opportunities can be quantified. The recipe: enumerate every "desired outcome" the customer wants when getting a job done, and ask the customer to rate each outcome on two scales — how important is it, and how satisfied are you with today's solution. Then one short formula turns those numbers into an "opportunity score" for every outcome. The highest-scoring outcomes are exactly the places where customers care deeply but have been let down for a long time — the directions actually worth investing in. Using this approach, Ulwick helped a series of companies push new-product success rates from the industry average of around 20–30% to over 80%. Innovation stopped being a gamble.

1 机会矩阵:重要度 × 满意度 Opportunity Matrix: Importance × Satisfaction

2 给每个成果打分 · 实时算机会 Score Every Outcome · Live Opportunity Calc

3 现实里的 ODI 机会算法 ODI in the Real World

机会评分:机会 = 重要 + max(0, 重要 − 满意)。把模糊的「该做啥」变成可比较、可排序的数字。 Opportunity score: opportunity = importance + max(0, importance − satisfaction). It turns the vague "what should we build?" question into numbers you can compare and rank.

欠服务:重要度高、满意度低 —— 客户最痛、最愿付费的地方,是创新与差异化的主战场。 Under-served: high importance, low satisfaction — the customer's worst pain and the place they are most willing to pay for relief. This is the main battlefield for innovation and differentiation.

过度服务:重要度低却已很满意 —— 再投入是浪费,甚至可砍配置降成本,腾资源给金矿。 Over-served: low importance but already highly satisfied — further investment is wasted spend. You can even strip features here to cut cost and free resources for the gold mine.

创新优先级:用机会分排队,资源投到分最高的成果上 —— 把「拍脑袋创新」变成「按数据下注」。 Innovation priorities: queue outcomes by opportunity score and aim resources at the top of the list — turning gut-feel innovation into data-driven bets.

一句话In One Line

团队最常踩的坑,是把资源砸在「客户已经很满意」的地方 —— 因为那是你最擅长、最有成就感的部分,越做越精。可 ODI 的公式冷冰冰地提醒你:已经满意的成果,机会分一定低,继续投入边际收益趋零,那叫过度服务。真正的金矿藏在另一头:客户极其在乎、却被现有方案长期辜负的成果 —— 那里机会分最高,也最愿意为之付费。公式里那个 max(0, 重要 − 满意) 是灵魂:只有「重要超过满意」的缺口才计入机会, 满意已经追平甚至超过重要的,缺口归零 —— 不再奖励你继续锦上添花。一句话:别在你最得意的地方继续使劲,去补客户最痛的那个口子。 The trap teams fall into most is pouring resources into the things customers are already happy with — because that's the area you're best at, the area that feels most rewarding to keep polishing. But the ODI formula reminds you, coldly: an outcome that's already satisfied always carries a low opportunity score. Keep investing there and marginal returns approach zero — that's over-serving. The actual gold mine is at the other end: outcomes customers care deeply about but have been failed by today's solutions for a long time — that's where the score is highest and willingness-to-pay is greatest. The soul of the formula is max(0, importance − satisfaction): only the gap where importance exceeds satisfaction counts as opportunity. Once satisfaction has caught up with, or surpassed, importance, the gap snaps to zero — the formula stops rewarding you for putting more icing on the cake. In one line: stop flexing where you're already strong; go close the wound that hurts the customer most.

常见误用Common Mistakes

只看满意度低就冲。满意低但重要度也低 = 没人在乎,机会分照样低,别白忙。 Chasing every low-satisfaction outcome on sight. Low satisfaction plus low importance just means nobody cares — the opportunity score stays low. Don't waste effort there.

继续优化已经满意的成果。那是过度服务,边际收益趋零 —— 把资源挪给欠服务区。 Continuing to optimize outcomes customers are already happy with. That's over-serving — marginal returns trend to zero. Redirect the resources to under-served outcomes.

用「功能」当评分对象。ODI 打分的是客户想达成的「成果」,不是你想做的功能。 Scoring "features" instead of outcomes. ODI scores the customer's desired outcomes, not the features your team feels like building.