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.
Blending case studies from global organizations like Adobe, Johnson & Johnson, and Aetna, first-hand reflections from leaders like Ford CEO Mark Fields, as well behind-the-scenes insights from the authors' own experiences, this book will guide executives through the journey of becoming the next version of themselves, allowing them to own the future, rather than be disrupted by it.
Half of S&P 500 companies are expected to be replaced over the next 10 years, and a new survey points to organizational inertia and lack of long-term vision.
Innosight’s eighth annual executive summit brought together leaders from the world’s top organizations to explore challenges critical to innovation and growth. Learn more about takeaway insights, highlights and discussion questions that you can use to help overcome barriers at your organization.
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.
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.