Ulwick found that previous innovation practices were ineffective because they were incomplete, overlapping, or unnecessary.
[1] ODI attempts to identify jobs and outcomes that are either important but poorly served or unimportant but over-served.
ODI focuses on customer-desired outcome rather than demographic profile in order to segment markets and offer well-targeted products.
[3] Christensen mentions examples of Ulwick and Richard Pedi of Gage Foods with the way of thinking about market structure used in the chapter "What Products Will Customers Want to Buy?"
[7] In 2002, it was introduced in the Harvard Business Review, and expanded upon in Ulwick's 2005 book, What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services.