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
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.
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.
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.
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.