Know Your Customers’ “Jobs to Be Done”

Is innovation inherently a hit-or-miss endeavor? Not if you understand why customers make the choices they do. por Clayton M. Christensen, Taddy Hall, Karen Dillon y David S. Duncan

De la Edición (Septiembre 2016)

Blue Landscape (charcoal, ink, marker, and pencil on paper) Marijah Bac Cam

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For as long as we can remember, innovation has been a top priority—and a top frustration—for leaders. In a recent McKinsey poll, 84% of global executives reported that innovation was extremely important to their growth strategies, but a staggering 94% were dissatisfied with their organizations’ innovation performance. Most people would agree that the vast majority of innovations fall far short of ambitions.

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A version of this article appeared in the September 2016 issue of Harvard Business Review.

Clayton M. Christensen was the Kim B. Clark Professor of Business Administration at Harvard Business School and a frequent contributor to Harvard Business Review.

Taddy Hall is a principal with the Cambridge Group and the leader of Nielsen’s Breakthrough Innovation Project. He is a coauthor of Competing Against Luck: The Story of Innovation and Customer Choice (Harper Business, October 2016).

Karen Dillon is a former editor of Harvard Business Review and coauthor of The Microstress Effect: How Little Things Pile Up and Create Big Problems — and What to Do About It (Harvard Business Review Press, 2023). She is also coauthor of three books with Clayton Christensen, including the New York Times best-seller How Will You Measure Your Life?

David S. Duncan is a partner at the consulting firm Disruptive Edge, where he advises organizations on growth strategy, innovation, and AI adoption. He is the author of The Secret Lives of Customers and coauthor (with Clayton M. Christensen Karen Dillon, and Taddy Hall) of Competing Against Luck.

Know Your Customers’ “Jobs to Be Done”

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