Most of us believe we know what purpose our products serve. We assume we understand our customers – what they want, and how and where they want it. The amount of customer data at our fingertips is unprecedented, and yet, we’re not getting any better at innovating for them. Clay Christensen, foremost authority on innovation and father of disruptive innovation theory, and Bob Moesta, a lean innovation expert who focuses on the creation, development and launching of new products and services, believe it’s because we’re not asking the right questions.
Innovation shouldn’t be hit or miss – which is why Christensen and his colleagues Taddy Hall, Karen Dillon and David Duncan wrote “Competing Against Luck: The Story of Innovation and Customer Choice” (HarperBusiness, October 2016). Already ranked #1 in Amazon Japan’s marketing/sales business category, the best-selling book is now available in Japanese translation.[clickToTweet tweet=”Contrary to popular belief, customers don’t buy products and services. They hire them to do a job.” quote=”Contrary to popular belief, customers don’t buy products and services. They hire them to do a job.”]
“Over the past two decades, we’ve watched great companies fail time and again – and waste billions on go-nowhere R&D efforts – because they’re focusing on the wrong things,” Christensen and Moesta explain in a Harvard Business Review article. “Rather than looking at specific customer use-cases, they chase the false sense of security offered by sophisticated algorithms or market surveys, or they focus on technical improvements rather than customer needs.”
Contrary to popular belief, customers don’t buy products and services. They hire them to do a job. And without understanding the jobs your customers need done, your innovations will continue to be risky wagers. “Competing Against Luck” will help managers learn how to apply Jobs to Be Done theory to predict with much more clarity which innovations customers actually want and are willing to pay premium prices for.