After years of research, Christensen, Hall, Dillon, and Duncan have come to one critical conclusion: our long-held maxim—that the crux of innovation is knowing more and more about the customer—is 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 successes—it’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.