Read Online Competing Against Luck: The Story of Innovation and Customer Choice By Clayton M. Christensen,Karen Dillon,Taddy Hall,David S. Duncan
Read Competing Against Luck: The Story of Innovation and Customer Choice By Clayton M. Christensen,Karen Dillon,Taddy Hall,David S. Duncan
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Ebook About 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 and his co-authors Taddy Hall, Karen Dillon, and David S. Duncan, have 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 and his co-authors have 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.Book Competing Against Luck: The Story of Innovation and Customer Choice Review :
I bought the book as well as the CD version, and listening to the CD reinforced the sense I had when I read the book – this is snake oil being sold. There is the initial lure – you had bad luck selling a product; you’ve gone by the wrong approach whatever it was that you did. The solution is ‘The Theory of Jobs to be Done’ is the answer. Every attempt at innovation that failed fails because ‘The Jobs Theory’ was not applied. And if you did and still fail, the authors (notice there are four of them?) say, The Jobs to be Done Theory does not apply to every situation. What is this Theory of Jobs Done? That is a good question. The authors huffed and puffed and do not give you a meaningful answer. They say that Jobs Done means ‘progress’. What on earth does that mean? Like all charmers, they point to all kinds of failure stories, and then attribute that to not using the Jobs to be Done Theory. If we recast the mantra into something more concrete and practical, the Jobs to be Done Theory merely requires us to understand what we want to achieve, and then to think about how we are going to do that. Most entrepreneurs and commercial people do this. Sometimes they succeed and sometimes they fail. The con in this book is to tell us that understanding and applying the Jobs to be Done Theory is the reason for those who succeed, the reader will realise that this is a circuitous argument. To succeed you must know what your objective is and think about how you can achieve it. They cite the failure of Proctor & Gamble when they first tried to sell cheap diapers in China. It was not popular. Why? The Jobs to be Done Theory was not used to guide them. So, what did they do? They asked questions of consumers and among those who bought, they found that one of the attractions was that the babies on diapers slept more soundly. Eureka. They advertised that and sales soared. How did the Jobs to be Done Theory help? P & G wanted to sell a lot of diapers but they did not succeed until they found a sales pitch that clicked, but the authors tell us that that was because of the Jobs Theory. The authors are highly qualified and well-known, but they have merely repackaged common-sense and sold it as a highfalutin ‘Theory of Jobs to be Done’. If you want to understand why some things work and others don’t, read Leonard Mlodinow’s ‘The Drunkard’s Walk’. The crux of success in innovation is adoption. We may think we know what our customers will like, but more often than not, we are surprised and dismayed when we watch our “innovative” product or service flounder after launch.The odds of creating exactly the right product or service to disrupt a vulnerable incumbent are probably less than 25%. Failure is expensive as it comes late in the development cycle after the investment of time, energy and money.Best-selling author and Harvard professor Clayton Christensen provides answers and a solution in “Competing Against Luck” which comes after two decades of research where he carefully and inductively observed people who bought and sold things. What is the customer trying to do with the purchase? Why does the seller think the customer needs the product?He found a big disconnect… and the answer to why adoption is often not achieved. He also found a solution. He urges readers to abandon the old way of framing customer’s needs and look at the customer through a new lens with one question, “What is the customer hiring the product to do? What is the job?”“The fundamental problem is that companies accumulate masses of data that are not organized in a way that enables them to reliably predict which ideas will succeed. But none of the data tells you why customers make the choices they do."Now with “Competing Against Luck,” Christensen offers a paradigm change, “The Jobs Theory,” that provides a new lens and a discovery mindset that will help innovators (and investors) answer one of the most important questions that has bedeviled us for decades: is innovation inherently a question of luck? With this new tool, the answer is no.In Section 1, “An Introduction to Jobs Theory,” he defines “what is a job?” and goes on to put meat on the bone by explaining what is not a job, how can we discern a job and what are the theory’s limits.”To understand a job, it is critical to understand what “progress” is for the customer. A job is defined “as the progress that a person is trying to make in a particular circumstance.” It’s key to why choices are made. It represents movement.Circumstance is fundamental to finding a solution. Where are you? Who are you with? While doing what? What were you doing ½ an hour ago? What are you doing next? What social or cultural or political pressures are exerting influence?Social and emotional needs can far outweigh any functional desires. Who will I trust to take care of my children? The old ways of organizing - centered on product attributes, customer characteristics (lifestage, financial status, etc.), trends and competitive response - are insufficient.In contrast to what is normally baked into today’s customer research, neither product/service cost nor efficiency are a core element to defining a job. Also, Christensen notes from his research that new products succeed not because of the features and functionality they offer but because of the experiences they enable. When you enable the right experience for your customer, they will pay a premium price.Section 2 gets at the nuts and bolts of how to apply the theory. The author challenges us to uncover jobs to be done in our own life. Look for opportunities in non-consumption, identifying workarounds, zoning in on things we do not want to do and spotting unusual uses of products.While it is important to listen to the customer, you have to listen to hear what your customers don’t say. “Rarely can the customer articulate the requirements accurately or completely – their motivations more complex in their pathways to purchase more elaborate than they can describe. What they hire – and equally important, what they fire – tells a story.” Steve Jobs was famously known for listening to what was not said.Southern New Hampshire University, which has become a national leader in online education, sought answers to these questions when trying to ascertain “what they were being hired to do”: What are the experiences customers seek in order to make progress? What obstacles must be removed? What are the social, emotional and functional dimensions?In Section 3, Christensen outlines how one can create a Jobs focused organization. There are many critical elements. One is metrics. What gets measured gets done. Creating the right metrics is hard but important. Companies get focused on revenue instead of delivering the customer benefit. We can consider metrics like “how much time do we save this customer? Do we improve their cash flow?” He notes that Amazon focuses on when orders are delivered not when they are shipped.He goes on to note the problems of the old frame. Engineers and operators have focused on the product specification rather than the “job specification.” As a result, the organization has overweighted the value of its technology and underweighted the downstream applications of that technology to solve customer problems that enable their desired progress.There is a lot in “Competing Against Luck” to unpack. Just keep in mind that Christensen’s Jobs Theory was developed not to explain past successes but to help us increase the predictability of new ones. Identifying and understanding the job is only the beginning. Having empathy for the customer so we can create the right set of experiences in solving the job- is the key. It is easier for competitors to copy products but it is difficult for them to copy experiences that are well integrated into your offering.Should you buy this book?…that depends on the progress you seek and the job that needs to be done. By digging in and applying this new lens, you can cede luck to your competitors and leave them in the dust.Some afterthoughts:• NetFlix was hired to provide entertainment anywhere, anytime with control over time without a penalty.• Why didn’t Hertz come up with the Zipcar?• Why didn’t Kodak excel in digital photography?• Why is Sports Illustrated being fired for ESPN?• Why is Amazon buying Whole Foods? 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