The Customer-Centered Innovation Map PDF

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t www.hbr.org os rP TOOL KIT By thoroughly mapping the job a customer is trying to get done, a company can discover The Customer- opportunities for Centered Innovation yo breakthrough products and services. Map by Lance A. Bettencourt and Anthony W. Ulwick op tC Included with this full-text Harvard Business Review article: No 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 The Customer-Centered Innovation Map 8 Further Reading A list of related materials, with annotations to guide further Do exploration of the article’s ideas and applications Reprint R0805H This document is authorized for educator review use only by UPASANA GUPTA, Lal Bahadur Shastri Institute of Management until Jan 2023. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  TOOL KIT t The Customer-Centered Innovation Map os The Idea in Brief The Idea in Practice rP We all know that people “hire” products All jobs have the same eight steps. To use job mapping, look for opportunities to help customers to get jobs done. Office workers hire word- at every step: processing software to create documents. Surgeons hire scalpels to dissect soft tissue. During this Companies can But few companies keep this in mind while step… Customers… innovate by… Example searching for ideas for breakthrough offer- 1: Define Determine Simplifying planning. Weight Watchers streamlines diet ings. Instead, they rely on inquiry methods their goals and planning by offering a system that yo (such as customer interviews) that don’t plan resources. doesn’t require calorie counting. generate the most promising ideas or 2: Locate Gather Making required inputs U-Haul provides customers with exhaustive sets of possibilities. items and easier to gather and prepackaged moving kits containing information ensuring they’re available the number and types of boxes To systematically uncover more—and needed to when and where needed. required for a move. better—innovative ideas, Bettencourt and do the job. Ulwick recommend job mapping: Break 3: Prepare Set up the Making set-up less Bosch added adjustable levers to its down a job that customers want done into environment difficult and creating circular saw to accommodate common op discrete steps. Then brainstorm ways to to do the job. guides to ensure proper bevel angles used by roofers to cut make steps easier, faster, or unnecessary. set-up of the work area. wood. 4: Confirm Verify that Giving customers Oracle’s ProfitLogic merchandising For example, while cleaning clothes, people they’re ready information they need optimization software confirms optimal don’t notice stubborn stains until they’ve to perform to confirm readiness. timing and level of a store’s markdowns taken the clothes from a dryer and started the job. for each product. folding them. If they find a stain, they must 5: Execute Carry out Preventing problems Kimberly-Clark’s Patient Warning System tC repeat the job. A washer that detects per- the job. or delays. automatically circulates heated water sistent stains and takes appropriate action through thermal pads placed on surgery before consumers execute the rest of the patients to maintain their normal body job would have huge appeal. temperature during surgery. COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. 6: Monitor Assess Linking monitoring with Nike makes a running shoe containing whether the improved execution. a sensor that communicates audio job is being feedback about time, distance, pace, successfully and calories burned to an iPod worn No executed. by the runner. 7: Modify Make Reducing the need By automatically downloading and alterations to make alterations installing updates, Microsoft’s operating to improve and the number of systems remove hassle for computer execution. alterations needed. users. People don’t have to determine which updates are necessary, find the updates, or ensure the updates are compatible with their operating system. 8: Conclude Finish the Designing products that 3M makes a wound dressing that job or prepare simplify the process of stretches and adheres only to itself— Do to repeat it. concluding the job. not to patients’ skin or sutures. It thus offers a convenient way for medical personnel to secure dressings at the conclusion of treatment and then remove them after a wound has healed. page 1 This document is authorized for educator review use only by UPASANA GUPTA, Lal Bahadur Shastri Institute of Management until Jan 2023. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  By thoroughly mapping the job a customer is trying to get done, a t company can discover opportunities for breakthrough products and os services. rP TOOL KIT The Customer- Centered Innovation Map yo by Lance A. Bettencourt and Anthony W. Ulwick op tC We all know that people “hire” products and steps. By deconstructing a job from beginning services to get a job done. Office workers hire to end, a company gains a complete view of word-processing software to create documents all the points at which a customer might de- COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. and digital recorders to capture meeting notes. sire more help from a product or service— Surgeons hire scalpels to dissect soft tissue and namely, at each step in the job. With a job electrocautery devices to control patient map in hand, a company can analyze the bleeding. Janitors hire soap dispensers, paper biggest drawbacks of the products and services No towels, and cleansing fluid to help remove customers currently use. Job mapping also grime from their hands. gives companies a comprehensive framework While all this seems obvious, very few with which to identify the metrics customers companies use the perspective of “getting themselves use to measure success in execut- the job done” to discover opportunities for ing a task. (For a description of these metrics innovation. In fact, the innovation journey for and a discussion about how to gather and many companies is little more than hopeful prioritize them, see Anthony W. Ulwick’s wandering through customer interviews. Such “Turn Customer Input into Innovation” in unsystematic inquiry may occasionally turn HBR’s January 2002 issue.) Do up interesting tidbits of information, but it Job mapping differs substantively from pro- rarely uncovers the best ideas or an exhaus- cess mapping in that the goal is to identify tive set of opportunities for growth. what customers are trying to get done at every We have developed an efficient yet simple step, not what they are doing currently. For system companies can use to find new ways to example, when an anesthesiologist checks a innovate. Our method, which we call “job monitor during a surgical procedure, the mapping,” breaks down the task the customer action taken is just a means to an end. Detect- wants done into a series of discrete process ing a change in patient vital signs is the job harvard business review may 2008 page 2 This document is authorized for educator review use only by UPASANA GUPTA, Lal Bahadur Shastri Institute of Management until Jan 2023. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  The Customer-Centered Innovation Map T OOL K IT t the anesthesiologist is trying to get done. that everything is ready; executing the task; os By mapping out every step of the job and monitoring the results and the environment; locating opportunities for innovative solutions, making modifications; and concluding the job. companies can discover new ways to differen- Because problems can occur at many points tiate their offerings. in the process, nearly all jobs also require a problem resolution step. Anatomy of a Customer Job Some steps are more critical than others, rP Over the past 10 years, we have mapped cus- depending on the job, but each is necessary to tomer jobs in dozens of product and service get the job done successfully. For example, categories that span professional and con- when preparing for the task of replacing a hip sumer services, durable and consumable goods, joint, surgeons sterilize their hands, establish chemicals, software, and many other indus- a sterile field between their body and the tries. Our work has revealed three fundamen- patient, prep the patient’s skin for the incision, tal principles about customer jobs. and properly position the patient. A janitor All jobs are processes. Every job, from about to clean his hands might prepare by yo transplanting a heart to cleaning a floor, has simply rolling up his sleeves. Innovation possi- a distinct beginning, middle, and end, and bilities reside within each of the job steps. comprises a set of process steps along the way. Jobs are separate from solutions. Customers The starting point for identifying innovation hire different products or services to get the opportunities is to map out—from the cus- same job done. When preparing income taxes, tomer’s perspective—the steps involved in for example, one person might rely on the ser- executing a particular job. Once the steps vices of a CPA, whereas another might use tax are identified, a company can create value in preparation software. Others might hire both op a number of ways—by improving the execu- for different steps in the process. tion of specific job steps; eliminating the need Many companies are focused on the prod- for particular inputs or outputs; removing uct or service they’re already developing, or an entire step from the responsibility of on the one the competition is offering, rather the customer; addressing an overlooked step; than on the help they must give the customer resequencing the steps; or enabling steps to to execute the steps in a job. When the job is tC be completed in new locations or at different the focal point of value creation, companies times. not only can improve their existing offerings When mapping the job of washing clothes, but also can target new, or “blue ocean,” market for example, a company would quickly dis- space. While other MP3 manufacturers were cover that the step of “verifying that stains concentrating on helping customers listen to have been removed” often comes at the end music, for example, Apple reconsidered the of the job sequence, after the clothes have entire job of music management, enabling been removed from the washing machine, customers to acquire, organize, listen to, and No dried, folded, and put away—too late to do share music. much of anything about it. If the washing Taken together, these fundamental principles machine itself could detect the presence of form the foundation of a company’s search any remaining stains before the wash cycle for opportunities to create customer value. ended—resequence when verification takes place—it could take the necessary actions at a Creating a Job Map much more convenient point in the job. If the The goal of creating a job map is not to find machine could be designed to remove the out how the customer is executing a job— Lance A. Bettencourt (lbettencourt@ need for inputs such as stain removers and that only generates maps of existing activities Do strategyn.com) is a senior consultant bleach, that would be even better. and solutions. Instead the aim is to discover with Strategyn, an innovation All jobs have a universal structure. That what the customer is trying to get done at management consultancy based in universal structure, regardless of the cus- different points in executing a job and what Aspen, Colorado. Anthony W. Ulwick tomer, has the following process steps: defining must happen at each juncture in order for the ([email protected]) is the founder what the job requires; identifying and locating job to be carried out successfully. (See the and CEO of Strategyn. He is the author needed inputs; preparing the components exhibit “Mapping a Customer Job.”) Let’s look of What Customers Want (McGraw- and the physical environment; confirming at the steps in detail. Hill, 2005). harvard business review may 2008 page 3 This document is authorized for educator review use only by UPASANA GUPTA, Lal Bahadur Shastri Institute of Management until Jan 2023. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  The Customer-Centered Innovation Map T OOL K IT t 1: Define In this step, a company can look for ways to os What aspects of getting the job done must help customers understand their objectives, the customer define up front in order to simplify the resource-planning process, and proceed? This step includes determining reduce the amount of planning needed. objectives; planning the approach; assessing Consider how Weight Watchers assists dieters which resources are necessary or available to with the daunting task of losing weight. The complete the job; and selecting resources. A company offers a core weight-loss plan that rP financial adviser may label this step “assessing helps the dieter select appropriate foods with- the investment situation,” since she must out the need to count calories, carbohydrates, not only gauge investment priorities and or anything else. In addition, it provides meal risk tolerance but also consider how much ideas and recipes that fit into its core and money is available and which types of invest- points-based diet plans. For dieters desiring ments to select. An anesthesiologist might call more flexibility, Weight Watchers offers in- it “formulating the anesthesia plan,” since he stant access to point values for over 27,000 must choose which type of anesthesia to pro- foods and online tools to help dieters gauge yo vide, depending upon case characteristics and the impact of what they eat. the patient’s medical history. 2: Locate What inputs or items must the customer lo- cate to do the job? Inputs are both tangible Mapping a Customer Job (for example, the surgical tools a nurse must locate for an operation) and intangible (say, To find ways to innovate, deconstruct an order business or other requirements that a software op the job a customer is trying to get done. developer uses when writing code). When By working through the questions here, Defining the execution step tangible materials are involved, a company you can map a customer job in just a What are the most central tasks that might consider streamlining this step by handful of interviews with customers must be accomplished in getting the job making the required components easier to and internal experts. done? gather, ensuring that they are available when Start by understanding the execution Validate the steps and where needed, or eliminating the need tC step, to establish context and a frame for some inputs altogether. Consider how Defining pre-execution steps of reference. Next, examine each step U-Haul helps customers locate the inputs What must happen before the core exe- before execution and then after, to un- necessary to complete the job of moving their cution step to ensure the job is success- cover the role each plays in getting physical goods. In addition to being a one-stop fully carried out? the job done. shop for moving supplies, U-Haul offers cus- What must be defined or planned To ensure that you are mapping job tomers prepackaged moving kits that reduce before the execution step? steps (what the customer is trying to the time it takes to gather the various boxes What must be located or gathered? accomplish) rather than process solu- and supplies required for a move. In addition, What must be prepared or set up? No tions (what is currently being done), an online partnership with eMove helps What must be confirmed before the ask yourself the validating questions customers quickly locate a variety of inputs execution step? below at each step. in the form of human helpers—packers, Validate the steps babysitters, cleaners, and painters. Opportu- Validating Questions Defining post-execution steps nities abound to help customers assemble As defined, does the step specify what What must happen after the core execu- intangible materials as well: for instance, the customer is trying to accomplish, or tion step to ensure the job is successfully retrieve stored data, facilitate the collection is it only being done to accomplish a carried out? of new information, and verify that data are more fundamental goal? What must be monitored or verified accurate and complete. Do valid step: ascertain patient vital signs after the execution step to ensure invalid step: check the monitor the job is successfully performed? 3: Prepare Does the step apply universally for any What must be modified or adjusted How must the customer prepare the inputs customer executing the job, or does it after the execution step? and environment to do the job? Nearly all depend on how a particular customer What must be done to properly con- customer jobs involve an element of setting does the job? clude the job or to prepare for the up and organizing materials. Before cooking valid step: place an order next job cycle? french fries, the fast-food operator must invalid step: call the supplier to place Validate the steps open bags, portion, and load fries into baskets; harvard business review may 2008 page 4 This document is authorized for educator review use only by UPASANA GUPTA, Lal Bahadur Shastri Institute of Management until Jan 2023. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  The Customer-Centered Innovation Map T OOL K IT t the nurse must set out and organize surgical their saws. Accordingly, Bosch added adjust- os tools before an operation can begin. It may also able levers to its CS20 circular saw to accom- be necessary to prepare a working surface or modate the most common bevel adjustments some other aspect of the physical environ- such as 30°, 45°, and 60°. This reduced the ment. The dentist readies the surface of a molar time needed to cut the wood and increased prior to restoring the tooth; the painter cleans the accuracy of the adjustments. the wall before applying the first coat of paint. rP At this stage, companies should consider 4: Confirm ways to make setup less difficult. They might Once preparation is complete, what does the invent a means to automate the preparation customer need to verify before proceeding process; make it easier to organize physical with the job to ensure its successful execution? materials; or create guides and safeguards Here, the customer makes sure that materials to ensure the proper arrangement of the work and the working environment have been area. (For customers dealing with informa- properly prepared; validates the quality and tion, companies can help organize, integrate, functional capacity of material and informa- yo and examine required data.) Bosch learned tional components; and confirms priorities of one opportunity to help customers prepare when deciding among execution options. to cut wood when professional roofers told This step is especially critical for jobs in which the company that they would like a way to a delay in execution might risk a customer’s speed the process of setting bevel levels on money, time, or safety. For example, after preparing a patient for an operation, the surgical nurse must confirm the readiness of the patient (jewelry removed, vitals in check); op Uncovering Opportunities for Innovation of the equipment and instrumentation (battery power sufficient, scalpels available); and of With a job map in hand, you can begin Is it necessary that the customers the operating room (materials in place, sterile to look systematically for opportunities execute all steps for which they are field intact). to create value. The questions below can currently responsible? Can the bur- A company seeking to differentiate itself at guide you in your search and help you den be automated or shifted to this step could help customers gain access to avoid overlooking any possibilities. A someone else? tC the types of information and feedback they great way to begin is to consider the big- How may trends affect the way the need to confirm readiness and decide among gest drawbacks of current solutions at job is executed in the future? execution alternatives. Another approach is each step in the map—in particular, In what contexts do customers to search for ways to build confirmation into drawbacks related to speed of execution, most struggle with executing the the locating and preparing steps, since this variability, and the quality of output. To job today? Where else or when else would allow the customer to proceed through increase the effectiveness of this ap- might customers want to execute the job more quickly and easily. For example, proach, invite a diverse team of ex- the job? Oracle’s ProfitLogic merchandising optimiza- No perts—marketing, design, engineering, Opportunities at the step level tion software removes the responsibility from and even some lead customers—to par- What causes variability (or unreli- the merchandiser for confirming the optimal ticipate in this discussion. ability) in executing this step? What timing and level of markdowns by analyzing Opportunities at the job level causes execution to go off track? thousands of different demand scenarios at Can the job be executed in a more Do some customers struggle more the individual product level and recommend- efficient or effective sequence? than others with this step? ing the scenario for each product that is likely Do some customers struggle more What does this step’s ideal output to yield the highest profit. with executing the job than others look like (and in what ways is the (for instance, novices versus ex- current output less than ideal)? 5: Execute Do perts, older versus younger)? Is this step more difficult to execute What must customers do to execute the job What struggles or inconveniences successfully in some contexts than successfully? Whether they’re printing a doc- do customers experience because others? ument or administering anesthesia, customers they must rely on multiple solutions What are the biggest drawbacks of consider the execution step the most important to get the job done? current solutions used to execute part of the job. Because execution is also Is it possible to eliminate the need this step? the most visible step, customers are especially for particular inputs or outputs What makes executing this step concerned about avoiding problems and from the job? time-consuming or inconvenient? delays, as well as achieving optimal results. harvard business review may 2008 page 5 This document is authorized for educator review use only by UPASANA GUPTA, Lal Bahadur Shastri Institute of Management until Jan 2023. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  The Customer-Centered Innovation Map T OOL K IT t An office worker who prints out a document When the runner notices he is flagging, he os wants to avoid paper jams, running out of can select his “power song” to reinvigorate toner, and long print queues. She also wants to himself. The kit also allows runners to track improve the quality of printed output. An an- progress against predefined goals. esthesiologist wants to prevent negative pa- tient reactions and to ensure that the patient 7: Modify is unable to feel pain. What might the customer need to alter for the rP Here, innovating companies can apply their job to be completed successfully? When there technological know-how to provide customers are changes in inputs or in the environment, with real-time feedback or to automatically or if the execution is problematic, the customer correct execution problems. Companies can may need help with updates, adjustments, or also think about ways to keep performance maintenance. At this step, customers need consistent in different contexts. Kimberly- help deciding what should be adjusted as well Clark’s Patient Warming System is a good as determining when, how, and where to example of value added in this way. The make changes. Like monitoring, searching yo system relies on a control unit that automati- for the right adjustment can be both time- cally circulates heated water through thermal consuming and costly. Companies can help pads placed on the patient to avoid tempera- by offering ways to get execution back on ture spikes during surgery. The system track when there are problems. They can also can maintain normal patient temperature provide avenues for reducing the time needed with only 20% of the patient body covered, make updates and the number of adjustments which means the device performs consis- the customer has to make to achieve desired tently and efficiently in a variety of complex results. (In addition, solutions that target op surgical procedures. the location and preparation steps can be designed to eliminate modifications.) Many 6: Monitor software programs perform well at supporting What does the customer need to monitor to this step. Microsoft, for example, assists ensure that the job is successfully executed? customers with the job of modifying their Customers must keep an eye on the results or computer to protect against security threats. tC output during execution, especially to deter- Automatic updates of its operating system mine whether they have to make adjustments remove the hassle of determining which to get the task back on track in the event of a updates are necessary, finding them, and en- problem. For some jobs, customers must also suring that fixes are compatible with various monitor environmental factors to see whether elements of the operating system. and when adjustments are necessary. A network administrator, for example, monitors 8: Conclude Web traffic to avoid system overload. What must the customer do to finish the job? No While some monitoring activities are passive With some simple jobs such as hand washing, (like the way a pacemaker monitors heart- the conclusion is self-evident. Complex beats), others can often be time-consuming jobs, on the other hand, may involve some and demanding for customers. When the concluding process steps. The office worker costs of poor execution are significant, as has to retrieve a document from the printer when operating on a patient, solutions that and possibly collate, bind, and store it. An call attention to problems or relevant changes anesthesiologist must document surgery details, in the environment are especially valuable. as well as wake and oversee transfer of the Solutions that link monitoring with improved patient to a postoperative recovery area. Do job execution or that provide diagnostic Customers often think of concluding steps feedback offer considerable value as well. as burdensome because the core job has al- Consider how Nike helps runners monitor ready been completed, so companies need their workouts using the Nike+iPod Sport to help them simplify the process. Also, the Kit. A sensor placed in Nike shoes communi- conclusion of one job cycle is often the start cates with an iPod being worn by the runner, of another or may affect the next one’s begin- providing ongoing audio feedback about ning. When a job is cyclical, companies can time, distance, pace, and calories burned. help customers make sure that concluding harvard business review may 2008 page 6 This document is authorized for educator review use only by UPASANA GUPTA, Lal Bahadur Shastri Institute of Management until Jan 2023. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  The Customer-Centered Innovation Map T OOL K IT t activities are closely connected to the starting When a problem arises, customers need os point of a new job cycle. resources, tools, and diagnostics to help them One way to help customers finish the job is determine a resolution quickly, protect them- to design benefits sought at the conclusion selves and resources that might be affected, into an earlier step in the process. 3M’s Coban and know when the problem is fixed. They Self-Adherent Wrap, for example, offers a also want solutions that prevent problems at convenient way for medical personnel to se- each job step. Consider how MasterCard helps rP cure wound dressings at the end of treatment, customers with the job of paying for products because it is made of a material that stretches and services when problems occur. In addi- and adheres only to itself. This self-adherence tion to its zero-liability coverage policy, property makes the wrap easy to remove, MasterCard provides downloadable contact because it doesn’t stick to patient skin or the numbers so that customers who lose a card wound. 3M designed the product in such a while traveling know exactly how to contact way that putting on the wrap anticipates the the company to report the loss. Then Master- act of taking it off. Card can send out emergency cash advances yo and a replacement card within 48 hours. Ancillary step: Troubleshooting What problems must the customer trouble- To identify opportunities for innovation, some shoot and resolve in the course of performing companies focus on product leadership, some the job? Even in the simplest jobs, things oc- on operational excellence, and some on cus- casionally go wrong—orders are late, printers tomer intimacy. Some offer services; others jam, surgical tools are misplaced, and software offer goods. Regardless of which business test cases fail. When that happens, the customer model a company chooses, the fundamental op must disengage from the core job process and basis for identifying opportunities for growth enter into a distinct ancillary job of trouble- is the same. When companies understand that shooting and resolving the problem at hand. customers hire products, services, software, What customers want at that point is a speedy and ideas to get jobs done, they can dissect resolution—which is a function of how clearly those jobs to discover the innovation opportu- the problem is understood. If the printer jams, nities that are the key to growth. tC for example, how should the office worker remove the damaged paper? If a nurse gets cut Reprint R0805H when a surgeon hands him a scalpel, what To order, see the next page steps must the nurse take to avoid being or call 800-988-0886 or 617-783-7500 infected with a blood-borne organism? or go to www.hbr.org No Do harvard business review may 2008 page 7 This document is authorized for educator review use only by UPASANA GUPTA, Lal Bahadur Shastri Institute of Management until Jan 2023. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  TOOL KIT t The Customer-Centered Innovation Map os Further Reading rP ARTICLES Breakthrough Thinking from Inside the Blue Ocean Strategy Box by W. Chan Kim and Renée Mauborgne by Kevin P. Coyne, Patricia Gorman Clifford, Harvard Business Review and Renée Dye October 2004 Harvard Business Review Product no. R0410D December 2007 yo When searching for innovative ideas, look Product no. R0712E beyond jobs customers know they want Once you’ve analyzed the jobs your custom- done. Also consider jobs customers haven’t ers want to get done, brainstorm new ways yet dreamed of but would want to get done of doing them. But be systematic about it, if they knew about them. In these uncon- using the approach recommended in this tested market spaces, competition is irrele- article. For example, pose concrete questions vant. You invent and capture new demand, that focus people’s thinking in ways that offering customers a leap in value while op spark fresh ideas. Helpful questions include streamlining your costs. Result? Brand equity “Who uses our product in ways we never and profitability that last for decades expected or intended?” “How would our while rivals scramble to catch up. Examples product change if it were customized for include Cirque du Soleil, which invented a every customer?” “Who spends most of our new industry that combined elements from product’s cost to adapt it to their specific traditional circus with elements from sophisti- needs?” “Which technologies embedded in cated theater, enabling customers to be en- tC our product have changed the most since tertained in an entirely novel way. In just 20 the product was last redesigned?” and “What years, Cirque du Soleil scored revenues breakthroughs in efficiency or effectiveness that Ringling Bros. and Barnum & Bailey (the have we made that could be applied in world’s leading circus) needed more than a another industry?” century to attain. No To Order Do For Harvard Business Review reprints and subscriptions, call 800-988-0886 or 617-783-7500. Go to www.hbr.org For customized and quantity orders of Harvard Business Review article reprints, call 617-783-7626, or e-mail [email protected] page 8 This document is authorized for educator review use only by UPASANA GUPTA, Lal Bahadur Shastri Institute of Management until Jan 2023. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860