Outcome Expectations

This algorithm will generate the ensemble of conformations at thermodynamic equilibrium, if the conformational variations introduced in step 1 (the so-called moves ) are sufficient to cover all possible regions of conformational space and are locally reversible. It is easy to understand that feature of the Metropolis procedure the transition probability into the higher energy state is given by the Boltzmann factor, the transition probability into the lower energy state is one. The relative population of the two states is then the ratio of the transition probabilities, thus the Boltzmann factor this is the outcome expected from thermodynamics. 

The release of a flammable gas or the vaporization of a liquefied flammable gas can lead to different types of fire scenarios dependent on the release mechanism and the point of ignition. Figure 5-2 on page 53 illustrates the different outcomes expected from a gas release. If ignition of a gas release does not occur immediately at the origin of the release, then a gas cloud can develop (the same situation can also occur above flammable liquid spills). A delayed ignition of the gas cloud can result in a flash fire in which the premixed (fuel and air) gas cloud burns rapidly, typically in a matter of seconds. 

In addition to a timeline, a second way to summarize anticipated accomplishments is to list your expected outcomes. Expected outcomes are measurable achievements that link back to the measurable objectives listed at the start of the proposal. Recall that the Project Description often starts out with a list of specific, achievable, and measurable (SAM) objectives. Timelines attest to the achievability of the objectives outcomes attest to their measurability. 

EXPECTED OUTCOMES EXPECTED EINDINGS PROJECT DELIVERABLES... 

The job analysis provides useful information for both employees and managers. For managers, information from the job analysis is used in writing job descriptions, interviewing job candidates, screening candidates, and setting performance criteria. For employees, information from the job analysis tells employees how work is to be done and the outcomes expected. 

The first chronological demonstration of chrom-NMR is shown in Figure l,14 and consisted in testing an analogy of both inverse (naphthalene, ethanol and dec-1-ene in deuterated ethanol on a octadecylsilyl Octadecylsilane (ODS) phase) and direct (dichlorophenol, ethanol and heptane in deuterated cyclohexane over bare silica) chromatographic conditions. In these examples, a logical correspondence between the observed variation in mobility induced by the solid and the outcome expected on the basis of LC is confirmed. Thus, (Figure 1, top panels)... 

Prioritizing JTBDs is a function of how important they are, how satisfied customers are with existing solutions, the general potential for developing new (or more ideal) solutions, and the specific potential of the provider for creating new solutions that better meet outcome expectations (see Technique 2). The importance-satisfaction dimensions establish priority from the customers perspective, while new-solution potential forms the basis for prioritization from the provider s perspective. 

For a particular job, identify its associated desired and undesired outcome expectations. These become the drivers of further ideation activities in the innovation process. Outcome expectations are explained in Technique 2. 

It s important to define any outcome expectations associated with a JTBD when pursuing an innovation based on that JTBD. Understanding these expectations, and knowing how satisfied (or unsatisfied) customers are with current solutions, helps you identify unidentified market space and possibly fill that space with better solutions than what exists today. You may need light survey design and sampling help from a statistician to apply this technique, but for the most part it requires no expert assistance. 

By segmenting outcome expectations in this manner, you can look at the JTBD through the lens of what the customer wants and doesn t want, as well as what the provider wants and doesn t want. Both parties must benefit from the innovation or it will never reach viable commercialization. 

We know of at least one company that was working on innovating a better detergent while another innovated a washing machine that doesn t need detergent. Whose solution will capture more market share or be more profitable It depends on which company can better fulfill the outcome expectations for itself and its customers. 

In Jobs To Be Done (Technique 1), we provide instructions for how to develop job statements and how to determine which JTBDs are priorities for innovation. Follow these steps to select the JTBD for which you ll develop related outcome expectations. 

You can use a simple table like Exhibit 2.1 to brainstorm the four types of outcome expectations that relate to your selected JTBD. Keep asking, What is it about this JTBD that customers want to achieve or avoid Think in terms of time, cost, potential errors, quality, dependability, availability, ease of use, maintainability, and any number of other satisfaction and dissatisfaction dimensions. 

Do not confuse this exercise with cataloguing performance and perception expectations (see Technique 30), which are solution-specific performance characteristics, such as candle bum time (target = 32 hours), or PC battery life (target = 6 hours). Outcome expectations are solution-neutral and reside at a higher level they are JTBD-specific desires, such as maximize duration of illumination (using any solution), or maximize operating time (in whatever way possible). 

This can be tricky, but it s far from unnecessary hair-splitting. Your ability to fully delineate all pertinent outcome expectations determines how much innovation traction you ll have. Maybe more accurately, it defines the high-level pathways along which your innovation efforts will play out. 

On the customer side, a Likert Seale (self-report) assessment approaeh can be effective, making sure to use sound sampling teehniques. An importance score can be derived for each outcome statement by ealeulating the percentage of customers who rate the outcome statement as very important or extremely important likewise a satisfaction score can be derived by calculating the percentage of customers who are very satisfied or extremely satisfied with the extent to which current solutions address each specific outcome expectation, or outcome statement. 

For the job of cleaning clothes at home, Exhibit 3.2 lists a sampling of expected outcomes, desired and undesired, from both the provider s and customers perspective. See Outcome Expectations (Technique 2) for more guidance on how to identify and document desired and undesired outcomes, as well as how to determine their relative importance. 

For each important outcome expectation, plot the ideal innovation on a value graph using a scale from low to high as shown by the dotted line in Exhibit 3.2. This hypothetical exercise helps you imagine a state in which all desired outcomes are met and all undesired outcomes are avoided. 

After plotting the ideal innovation, the task is to plot existing solutions in the same manner according to the expected outcome dimensions. The key is to make plots in as many different ways as you want or need. You can plot your solutions against the ideal innovation or different competing solutions, or you can make your plots using different outcome expectations, or dimensions. 

The task now is to label eaeh system element in a way that charaeterizes its impact on the JTBD— whether positive or negative. Ask, How does this element impact the JTBD or its associated outcome expectations ... 

To ensure that your innovation will provide real value to customers, it s important to understand the major outcomes that are not currently satisfied by existing solutions. Use Outcome Expectations (Technique 2) to generate a list of expectations associated with the JTBD. Then, on the Project Charter, list the key unmet expectations. Use the format direction (minimize), measurement (time needed to acquire), object of action (breakfast), and context (in the busy morning). 

Consider using focus groups or even Ethnography (Technique 4) to identify unarticulated outcome expectations. 

What job, problem, or task creates the focus for your innovation effort What are its associated customer and provider outcome expectations Have you already created a project statement or job statement See Jobs To Be Done, Outcome Expectations, and Project Charter (Techniques 1, 2, and 10 respectively). 

You don t have to be an expert on the items you select. However, it is important to understand the customer expectations associated with each item. For more information, see Outcome Expectations (Technique 2). 

You can use the Random Stimulus technique to generate solution ideas for a JTBD, or even for an outcome expectation (see Exhibit 21.3 for an example of the latter). 

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