How do leaders know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of chance? The foremost authority on innovation and growth, Harvard Business School professor Clayton Christensen and his coauthors Taddy Hall, Karen Dillon, and David S. Duncan have the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptiona way to predict how competitors will respond to different types of innovation. In this book he examines the other side of the puzzle: what causes growth, and how to create it.
After years of research, Christensen, Hall, Dillon, and Duncan have come to one critical conclusion: our long-held maximthat the crux of innovation is knowing more and more about the customeris wrong. Customers don't simply buy products or services; they hire them to do a job. Understanding customers does not drive innovation success, the authors argue. Understanding customer jobs does. The Jobs to Be Done approach can be seen in some of the world's most respected companies and fast-growing startups, including Amazon, Intuit, Uber, and Airbnb to name just a few. But this book is not about celebrating these successesit's about predicting new ones. Christensen and his coauthors contend that by understanding what causes customers to hire a product or service, any manager can improve their innovation track record, creating products that customers not only want to hire, but that they'll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit-or-miss efforts.
This book carefully lays down the authors' provocative framework, providing a comprehensive explanation of the theory, why it's predictive, and, most important, how to use it to improve innovation in the real world.
After years of research, Christensen, Hall, Dillon, and Duncan have come to one critical conclusion: our long-held maximthat the crux of innovation is knowing more and more about the customeris wrong. Customers don't simply buy products or services; they hire them to do a job. Understanding customers does not drive innovation success, the authors argue. Understanding customer jobs does. The Jobs to Be Done approach can be seen in some of the world's most respected companies and fast-growing startups, including Amazon, Intuit, Uber, and Airbnb to name just a few. But this book is not about celebrating these successesit's about predicting new ones. Christensen and his coauthors contend that by understanding what causes customers to hire a product or service, any manager can improve their innovation track record, creating products that customers not only want to hire, but that they'll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit-or-miss efforts.
This book carefully lays down the authors' provocative framework, providing a comprehensive explanation of the theory, why it's predictive, and, most important, how to use it to improve innovation in the real world.
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