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Successful innovation doesn’t begin with a brainstorming session—it starts with the customer. So in an age of unlimited data, why do more than 50% of new products fail to meet expectations? The truth is that we need to stop asking customers what they want . . . and start examining what they need. First popularized by Clayton Christensen, the Jobs to be Done theory argues that people purchase products and services to solve a specific problem. They’re not buying ice cream, for example, but celebration, bonding, and indulgence. The concept is so simple (and can remake how companies approach their markets) — and yet many have lacked a way to put it into practice. This book answers that need. Its groundbreaking Jobs Roadmap guides you through the innovation process, revealing how to: Gather valuable customer insights Turn those insights into new product ideas Test and iterate until you find success Follow the steps in Jobs to Be Done, and you’ll arrive at solutions that are both original and profitable.
"Jobs to be Done is highly organized and expertly crafted...Company leaders looking for ways to institutionalize innovation are sure to find it here." --Foreword Reviews Let your CUSTOMERS drive innovation. Successful innovation doesn't begin with a brainstorming session--it starts with the customer. So in an age of unlimited data, why do more than 50% of new products fail to meet expectations? The truth is that we need to stop asking customers what they want . . . and start examining what they need. First popularized by Clayton Christensen, the Jobs to be Done theory argues that people purchase products and services to solve a specific problem. They're not buying ice cream, for example, but celebration, bonding, and indulgence. The concept is so simple (and can remake how companies approach their markets)--and yet many have lacked a way to put it into practice. This book answers that need. Its groundbreaking Jobs Roadmap guides you through the innovation process, revealing how to: * Gather valuable customer insights * Turn those insights into new product ideas * Test and iterate until you find success Follow the steps inJobs to Be Done, and you'll arrive at solutions that are both original and profitable.
A world-renowned innovation guru explains practices that result in breakthrough innovations "Ulwick's outcome-driven programs bring discipline and predictability to the often random process of innovation." -Clayton Christensen For years, companies have accepted the underlying principles that define the customer-driven paradigm--that is, using customer "requirements" to guide growth and innovation. But twenty years into this movement, breakthrough innovations are still rare, and most companies find that 50 to 90 percent of their innovation initiatives flop. The cost of these failures to U.S. companies alone is estimated to be well over $100 billion annually. In a book that challenges everything you have learned about being customer driven, internationally acclaimed innovation leader Anthony Ulwick reveals the secret weapon behind some of the most successful companies of recent years. Known as "outcome-driven" innovation, this revolutionary approach to new product and service creation transforms innovation from a nebulous art into a rigorous science from which randomness and uncertainty are eliminated. Based on more than 200 studies spanning more than seventy companies and twenty-five industries, Ulwick contends that, when it comes to innovation, the traditional methods companies use to communicate with customers are the root cause of chronic waste and missed opportunity. In What Customers Want, Ulwick demonstrates that all popular qualitative research methods yield well-intentioned but unfitting and dreadfully misleading information that serves to derail the innovation process. Rather than accepting customer inputs such as "needs," "benefits," "specifications," and "solutions," Ulwick argues that researchers should silence the literal "voice of the customer" and focus on the "metrics that customers use to measure success when executing the jobs, tasks or activities they are trying to get done." Using these customer desired outcomes as inputs into the innovation process eliminates much of the chaos and variability that typically derails innovation initiatives. With the same profound insight, simplicity, and uncommon sense that propelled The Innovator's Solution to worldwide acclaim, this paradigm-changing book details an eight-step approach that uses outcome-driven thinking to dramatically improve every aspect of the innovation process--from segmenting markets and identifying opportunities to creating, evaluating, and positioning breakthrough concepts. Using case studies from Microsoft, Johnson & Johnson, AIG, Pfizer, and other leading companies, What Customers Want shows companies how to: Obtain unique customer inputs that make predictable innovation possible Recognize opportunities for disruption, new market creation, and core market growth--well before competitors do Identify which ideas, technologies, and acquisitions have the greatest potential for creating customer value Systematically define breakthrough products and services concepts Innovation is fundamental to success and business growth. Offering a proven alternative to failed customer-driven thinking, this landmark book arms you with the tools to unleash innovation, lower costs, and reduce failure rates--and create the products and services customers really want.
We've written this book for the Jobs-to-be-Done student and practitioner who has a basic grasp of JTBD concepts (Forces Diagram, JTBD Timeline, Interview Process) and wants to strengthen their technique and continue to get better results out of their application of Jobs-to-be-Done.How to Use This BookThe only person who knows what you'll hire this book for is you (but we have our theories). Consider: Cramming it to pull out anything you haven't seen before. Flipping through it a few minutes before you conduct an interview to review the basics. Using it to think through who to interview when starting a project. Handing it to a colleague to quickly bring them up-to-speed on JTBD so they can be your interview partner. Not Quite Ready?There are lots of resources available to help you get caught up on the Jobs-to-be-Done basics. Visit JobstobeDone.org and think about: Listening to the JTBD Radio podcast (especially the sample interviews). Taking the Online JTBD Course and learning on your own time. Attending a Switch Workshop and getting an immersive one-day crash course in Jobs-to-be-Done.
The foremost authority on innovation and growth presents a path-breaking book every company needs to transform innovation from a game of chance to one in which they develop products and services customers not only want to buy, but are willing to pay premium prices for. How do companies 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 hit and miss? Harvard Business School professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights. After years of research, Christensen has come to one critical conclusion: our 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. Understanding customers does not drive innovation success, he argues. 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, Airbnb, and Chobani yogurt, to name just a few. But this book is not about celebrating these successes—it’s about predicting new ones. Christensen contends that by understanding what causes customers to "hire" a product or service, any business can improve its 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 and miss efforts. This book carefully lays down Christensen’s provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world—and, most importantly, how not to squander the insights it provides.
Why do some innovation projects succeed where others fail? The book reveals the business implications of Jobs Theory and explains how to put Jobs Theory into practice using Outcome-Driven Innovation.
ARE YOU READY FOR THE FUTURE? New markets have powered the greatest business successes in history, from Standard Oil to Facebook. How can you discover and pursue new markets to make your business thrive? In Capturing New Markets, world-renowned business strategist Stephen Wunker argues that the first step is to stop applying traditional formulas of success and understand the unique dynamics in fast-changing new markets. He guides you through the process of creating counterintuitive strategies, such as treating competitors as collaborators, timing market entry, and targeting narrow niches before big customer segments. Whether you work for a huge corporation or for yourself, Capturing New Markets helps you find new sources of growth. Based on Wunker’s groundbreaking work with Clayton Christensen—the Harvard Business School legend who coinedthe term “disruptive innovation”—plus Wunker’s extensive experience in the trenches, this practical and fascinating guide shows how companies: Identify, create, and dominate new markets Avoid the pitfalls of commodization and find new ways to grow Develop and sustain new sources of growth into the future Drawing on dozens of case studies plus data-driven research, this revolutionary approach to business shows you how to turn new markets into the drivers of growth—propelling you and your company into a whole new world of opportunity. You’ll learn how to anticipate customer demands and meet emerging needs before anyone else does. You’ll discover how to spot ideas ready for explosive growth, and how to lead new markets while your competitors are just waking up tothe opportunity. You’ll also see how to make these strategies work in companies that are both small and very large. Capturing New Markets upends traditional thinking about business strategy, showing what will work in a new economy marked by turbulence and change. This is the resource you need to transform industries and the prospects of companies within them. Praise for Capturing New Markets: “Capturing New Markets offers a new and rigorous toolkit that charts a clear path to this business imperative. This is a major new contribution to the field with practical takeaways just when we need them most.” —Vijay Govindarajan, Professor at Tuck School of Business at Dartmouth College, and First Professor in Residence and Chief Innovation Consultant at GE “Prepare to have your existing concepts of new markets turned upside down. This is not another academic 'thought experiment,' but a practical, experience-driven manual for all who aspire to enhanced growth. New markets are all around us—not just in the developing world. Wunker provides fresh perspectives in an extremely readable how-to manual that will allow the reader to discover unmet need and enter new markets wherever they are. All in all, an essential read for every new market pioneer.” —Dr. Garry Neil, Corporate VP for Science & Technology, Johnson & Johnson “Capturing New Markets reveals critical patterns underlying why some new ventures become big businesses, and others do not. The journey to creating new markets can be full of uncertainty, and understanding these patterns provides a big advantage to informed entrepreneurs.” —Charles Warden, Managing Director, Versant Ventures “While new markets fuel business growth, traditional approaches to marketing and strategy can be poorly suited to these super-dynamic environments. Through abundant and engaging examples, Capturing New Markets shows you how to establish priorities and tap growth opportunities with lower cost, lower risk, and higher impact.” —Anish Shah, President & CEO India, GE Capital "Intensifying competitive environments require that all companies continually think about and explore new growth opportunities. Capturing New Markets provides critical guidance on how to evaluate and build new markets with a creative yet disciplined approach." —Brad Gambill, Chief Strategy Officer, Singapore Telecom “Capturing New Markets is a compass for business transformation. The book combines fascinating stories with clear takeaways that enable readers to chart their long-term courses and to begin with concrete steps tomorrow morning.” —Greta Metts, Head of Global Marketing Innovation and Business Transformation, Boehringer-Ingelheim Pharmaceuticals “Entrepreneurs are barraged with urgent issues, and it is easy to lose sight of strategy. Amidst all the pressing things you have to do in building a business, make it a priority to read Capturing New Markets. This book gives succinct and powerful advice that can save you immense amounts of time and money while substantially boosting your odds of success.” —Suneet Wadhwa, cofounder of Snapfish.com and Serial Entrepreneur “Wunker has created a valuable tool for anyone seeking to drive meaningful change in a market or an organization. Bridging theory to case studies, he creates effective, practical and actionable advice for those seeking opportunity within change.” —Meredith Baratz, Vice President, Market Solutions, UnitedHealthcare “In fast-moving markets, leaders can never rest. Capturing New Markets lays out a clear and convincing route for how big companies can act like nimble entrepreneurs in building new sources of growth.” —Ingrid Johnson, CEO Retail and Business Banking, Nedbank
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