Featured Insights
Competing Against Luck
The Story of Innovation and Customer Choice
By Clayton Christensen, David S. Duncan, Karen Dillon, Taddy Hall

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 forthcoming book, Innosight cofounder Clay Christensen, Senior Partner David Duncan and others show how the jobs framework can help companies improve their innovation track record.

Strategy Under Uncertainty
Executive Briefing | June 2016

Higher levels of change and unpredictability require approaching strategic decisions in a new way. Traditional frameworks are insufficient because they analyze the past to predict the future. Scott Anthony explores how with new mindsets and the right tools, leaders can create strategy under uncertainty and seize disruptive opportunities.

Article | May 2015

From time to time, the basis of competition in an industry shifts so dramatically that shifting with it requires a new long-term vision that calls for the organization to do things it never would have done in the past. Mark Johnson shows how to connect long-term goals to near-term actions — especially when those new actions directly threaten the way you make money right now.

Customer Centricity
Article | September 2016

Firms have never known more about their customers, but their innovation processes remain hit-or-miss. Why? According to Innosight's Clay Christensen, Dave Duncan, and coauthors, product developers focus too much on building customer profiles and looking for correlations in data. To create offerings that people truly want to buy, firms instead need to home in on the job the customer is trying to get done.

Article | December 2015

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.