No longer just the domain of disruptive startups, business model innovation has taken its place at the top of the corporate growth agenda. Shrinking S&P 500 lifespans, digital disruption, and pressure on once-reliable business models mean that it’s no longer enough to roll out better products and services. As the success of Amazon, Netflix, and others show, the future belongs to the serial business model innovators.
See our three-part report on Innosight’s 2018 CEO Summits led by Innosight co-founder Clay Christensen and other strategy and innovation experts. Held in Boston and Munich, the day-long gatherings convened leaders at nearly 50 companies discussed solutions to common challenges—accelerating disruption, leadership alignment, organizational resistance—and shared successes and breakthroughs with their peers across industries.
Leadership teams are too rarely aligned on growth strategy. See our feature in Harvard Business Review for the story of how Swisscom embraced a solution involving structured dialogues and interactive exercises to expose divisions and help the team converge on a plan for the future.
S&P 500 lifespans continue to shrink, requiring new strategies for navigating disruption.
Learn why the jobs to be done approach to healthcare delivery is particularly suited to solving the pressing issue of chronic disease management.
Strategies for leaders who aim to build a future of better health and lower costs
Jobs To Be Done
The long-held maxim—that understanding the customer is the crux of innovation—is wrong. Customers don't buy products or services; they "hire" them to do a job. The "jobs to be done" approach can be seen in some of the world's most respected companies and fast-growing startups. In this book, Innosight cofounder Clay Christensen, Senior Partner David Duncan and others show how the jobs framework can help companies improve their innovation track record.
No business survives over the long term without reinventing itself. But knowing when to undertake strategic transformation—when to change a company’s core products or business model because of impending industry disruption—may be the hardest decision a leader faces.