Podcasts about competing against luck

What do candy bars, couches, and car dealerships have in common? For Andrew Glaser, they're all opportunities to understand how real people make decisions — and why most product teams get those decisions wrong.   In this episode, Andrew shares his journey from hedge fund manager to product strategist, and now founder of Swizzle, an AI product built around Jobs to Be Done (JTBD) thinking. He opens up about how false positives, feature bloat, and over-reliance on personas lead teams down the wrong path — and what it really takes to make something customers will hire. We get into the guts of JTBD, from how to know when you've hit causality in an interview, to why understanding tradeoffs is more useful than knowing demographics. Andrew shares practical frameworks and surprising stories — including what Snickers can teach you about product-market fit, why most sofas don't sell, and how Intercom 15x'ed revenue just by reframing how they talked about their product.  Whether you're building software or selling furniture, this conversation will challenge how you think about customer insight — and give you tools to sharpen your product bets. Inside the episode… Why false positives in customer research can wreck a strategy How JTBD helped turn around a billion-dollar furniture retailer The 4 real jobs behind buying a sofa  Snickers vs. Milky Way: A JTBD breakdown of context and tradeoffs What most people get wrong about customer interviews Why personas don't drive decisions — and what actually does How Intercom used JTBD to grow from $5M to $75M Using AI to support high-consideration decisions How to know what your product is allowed to suck at Why survey data without context leads to bad bets     Mentioned in this episode Andrew's Startup Swizzl -  https://swizzl.ai/ Andrew's cofounder Bob Moesta - https://therewiredgroup.com/about/bob-moesta/ Clay Christensen's HBR article: “Know Your Customers' Jobs to Be Done” - https://hbr.org/2016/09/know-your-customers-jobs-to-be-done “Demand-Side Sales” by Bob Moesta - https://www.amazon.com/dp/1544509987/?bestFormat=true&k=demand%20side%20sales%20101&ref_=nb_sb_ss_w_scx-ent-pd-bk-d_de_k0_1_12&crid=8C2BLR9H1HF6&sprefix=demand%20side%20 “Competing Against Luck” by Clayton Christensen - https://www.amazon.com/Clayton-Christensen-Competing-Against-%E3%80%902018%E3%80%91/dp/B07KPWQQY3/ref=sr_1_2 Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Subscribe to the Convergence podcast wherever you get podcasts including video episodes to get updated on the other crucial conversations that we'll post on YouTube at youtube.com/@convergencefmpodcast Learn something? Give us a 5 star review and like the podcast on YouTube. It's how we grow.   Follow the Pod Linkedin: https://www.linkedin.com/company/convergence-podcast/ X: https://twitter.com/podconvergence Instagram: @podconvergence

Episode Summary:Srikrishnan Ganesan, Founder, and CEO of Rocketlane, joins the SaaS Sessions Podcast to share actionable insights on customer onboarding—a crucial yet often overlooked driver of SaaS success. Sri dives deep into why onboarding sets the foundation for long-term customer satisfaction, retention, and expansion, and offers strategies to optimize this critical phase. This conversation is packed with transformative ideas for SaaS founders and operators, from avoiding common onboarding pitfalls to leveraging AI and standardized processes.Key Takeaways:1. Onboarding as a Strategic Driver- The first 30-90 days are make-or-break: onboarding directly influences churn and Net Revenue Retention (NRR).- Poor onboarding can result in 25-30% of customers failing to go live, jeopardizing renewals and expansions.- Early-stage SaaS companies often lack the rigor to drive implementation success, resulting in disengaged customers.2. Common Onboarding Pitfalls and How to Address Them- Lack of Rigor: Companies often go at the customer's pace instead of setting clear timelines.- Order-Taking Approach: Teams fail to be prescriptive, waiting for customer direction instead of sharing best practices.- Disorganized Operations: Reliance on spreadsheets and hero-driven processes undermines scalability and consistency.- Solution: Implement standardized processes, use governance frameworks, and prioritize system-driven operations.3. The Role of Leadership and Process Design- Founders often stretch post-sales teams, delaying investments in specialized onboarding leadership.- Invest in systems that track effort, milestones, and outcomes to scale onboarding.- Standardize touchpoints like kickoff decks, project plans, and escalation paths to drive a consistent and professional experience.4. Leveraging Technology and AI for Better Onboarding- Tools like Rocketlane provide visibility and streamline processes for both customers and internal teams.- Use AI to automate repetitive tasks, identify early warnings, and enhance follow-up communications.- Fast and efficient onboarding drives 2x faster expansions and greater advocacy from happy customers.Lightning Round Insights:What Sri Wishes He'd Known Starting: How transformative AI would become and its potential to fundamentally reshape product development.Favorite AI Tools:- Avoma for sales insights.- Rocketlane's own AI-driven features to improve onboarding experiences.Book Recommendations:- Made to Stick by Chip and Dan Heath – Learn to package ideas that resonate and stick with your audience.- Competing Against Luck by Clayton M. Christensen – Understand the "Jobs to Be Done" framework for product development.About Rocketlane:Rocketlane is a leading customer onboarding and professional services automation platform, empowering SaaS companies to deliver seamless and efficient onboarding experiences. By streamlining collaboration, improving accountability, and accelerating time-to-value, Rocketlane helps businesses improve retention and expand revenue opportunities.Chapters:00:50 - Sri's Journey: From Freshworks to Rocketlane01:47 - The Current State of SaaS Onboarding04:15 - Key Challenges in SaaS Onboarding07:39 - Building Rigor and Governance in Onboarding15:23 - Celebrating Go-Lives and Building Advocacy19:15 - The Impact of Faster Onboarding on Retention and Expansion27:27 - Ripple Effects of Poor Onboarding34:04 - Leadership's Role in Driving Onboarding Excellence37:04 - Lightning RoundVisit our website - https://saassessions.com/Connect with me on LinkedIn - https://www.linkedin.com/in/sunilneurgaonkar/

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Ever wondered how companies like ASML and Johnson & Johnson stay ahead of the innovation curve? Join Alexander and Fredrik as they explore the fascinating world of technology scouting with Vincent Franken, CEO and co-founder of Findest. Vincent reveals how Findest's AI-powered platform, "Igor AI," is transforming the way businesses discover and implement groundbreaking technologies. From uncovering hidden gems in scientific literature and patents to streamlining the innovation process, this episode offers a glimpse into the future of R&D. Tune in to discover: 00:00 Intro 00:56 Vincent's journey and the origins of Findest. 01:49 What exactly technology scouting entails and how Findest helps businesses innovate. 03:47 How Findest's AI can identify both existing and potential technologies. 04:44 The evolving role of AI in technology scouting and how it differs from tools like ChatGPT. 05:49 How Findest gathers and utilizes data to fuel its AI-powered search engine. 07:17 Findest's unique semantic approach to technology scouting. 08:34 Real-world success stories of companies using Findest to achieve breakthroughs (while respecting confidentiality, of course!). 10:29 The most common challenges faced by Findest's customers in the R&D space. 11:09 The importance of time-saving tools for R&D experts. 14:30 How Findest and Hives can work together to create a powerful innovation ecosystem. 17:12 The "jobs to be done" framework and its application in technology scouting. 20:54 Vincent's predictions for the future of AI in technology scouting. 21:32 Why the future lies in human-AI collaboration, not replacement. 27:48 The democratization of technology scouting and how Findest makes it accessible to all. 28:53 Vincent's top tips and advice for companies engaged in R&D and technology scouting. Resources mentioned: Competing Against Luck by Clayton M. Christensen Connect with Vincent Franken: Website: findest.com #HoneypotPodcast #Findest #TechnologyScouting #AI #Innovation #RD #FutureofTech #HumanAIcollaboration #ClaytonChristensen #CompetingAgainstLuck

Chapter 1 What's Competing Against Luck Book by Clayton M. Christensen"Competing Against Luck: The Story of Innovation and Customer Choice" is a book written by Clayton M. Christensen, along with his co-authors Karen Dillon, Taddy Hall, and David S. Duncan. It was published in 2016.The book explores the concept of "Jobs to Be Done" theory, which suggests that customers "hire" products or services to fulfill a specific job or a need in their lives. Christensen and his co-authors argue that understanding the true motive behind customer choices and innovating based on those needs is crucial for success in business."Competing Against Luck" delves into case studies from well-known companies such as Amazon, Intuit, and Uber, to illustrate how they have effectively implemented the Jobs to Be Done theory. The book encourages businesses to shift their focus from superficial market research and demographics to understanding what jobs customers are trying to accomplish.Overall, "Competing Against Luck" provides a framework for companies to identify and satisfy customer needs more effectively, leading to successful innovation and growth.Chapter 2 Is Competing Against Luck Book A Good Book"Competing Against Luck" by Clayton M. Christensen is generally regarded as a good book. The book explores the concept of "jobs-to-be-done" theory, which suggests that customers "hire" products or services to get a specific job done in their lives, rather than simply buying based on demographics or preferences. Christensen provides insights on innovation and how successful companies have gained and maintained their competitive advantage by understanding and fulfilling customers' unmet needs. The book is well-regarded for its thought-provoking ideas and practical examples. Ultimately, its value will depend on your specific interests and whether the topic aligns with your reading preferences.Chapter 3 Competing Against Luck Book by Clayton M. Christensen Summary"Competing Against Luck: The Story of Innovation and Customer Choice" is a book written by Clayton M. Christensen, Taddy Hall, Karen Dillon, and David S. Duncan. The book explores the concept of "jobs to be done" theory and how it can help businesses understand customer behavior and make more effective innovation decisions.In the book, the authors argue that traditional market research and customer feedback often fail to accurately predict consumer preferences and needs. They propose that understanding the "job" that customers are trying to accomplish when using a product or service is key to creating successful innovations.The authors explain that customers "hire" products or services to help them get a job done. By focusing on the job itself, rather than the customer or the product, businesses can better understand what customers truly value and develop more effective solutions.The book also introduces the concept of "progress-making forces," which are the factors that push customers to look for new solutions to their job. These forces can include technological advancements, changes in regulations, or shifts in social norms.Through real-world case studies and examples, the authors illustrate how understanding the job and the progress-making forces can help businesses innovate. They provide a framework for identifying innovation opportunities and offer practical guidance on how to apply the theory in practice.Overall, "Competing Against Luck" serves as a guide for businesses looking to create products and services that genuinely meet customer needs and stand out in a competitive market. The book emphasizes the...

Eckhart climbed through the ranks at Microsoft leveraging his background as an industrial engineer turned customer experience maestro.  He sheds light on the transformative "jobs to be done" concept and how understanding the true gains, pains, and solutions can revolutionize how we approach customer satisfaction.We'll also hear how Eckhart's method veers away from traditional journey maps to dissect the full 360-cycle of customer progress. With a deep dive into a real-world case study, we'll see how his process not only saves companies from costly missteps but also propels them towards delivering profound customer-centric solutions.In this episode: - What does it mean to focus on customer "jobs to be done"- Importance of understanding customer gains, pains, and solutions- Utilizing the "wheel of progress" for structured data capturing- Conducting and consolidating customer interviews- The five-step process to understand and prioritize customer jobsThis outside-in approach to understanding customer desires to design and deliver improved experiences that connect to customers emotions is groundbreaking.Meet EckhartEckhart Boehme is the former Curriculum Architect Marketing Excellence @Microsoft Corporation. Eckhart is the founder and managing director of strategy consulting firm unipro solutions and an internationally recognized Jobs to Be Done expert. He was the initiator and co-developer of The Wheel of Progress® Canvas - a tool for structuring qualitative customer research. He is the developer the Customer Progress Design method. He was the subject matter expert to the German editions of the Jobs to Be Done "bible" Competing Against Luck by Clayton Christensen et. al. and Eric Ries' The Startup Way.Subscribe to The Delighted Customer Podcast so you don't miss an episode: https://www.empoweredcx.com/podcast Subscribe to The Delighted Customer Newsletter for practical tips and insights: https://www.empoweredcx.com/delightedcustomersnewsletter

Show NotesEpisode OverviewIn this episode, Chris Spiek, a luminary in the product development sector,me to discuss the transformative potential of the Jobs to be Done theory in business strategy. Chris shares his journey of collaborating with Apple to bring the innovative tap-to-pay feature to market, and how one feature born out of JTBD Research created a feature single-handedly responsible for 50% of company revenue. Tune in to hear the story.Key TakeawaysCollaboration with Apple: Chris highlights the journey of developing the tap-to-pay feature, which promises to revolutionize payment systems for small business owners.Customer-Centric Approach: Chris underscores the necessity of shifting focus from the loudest voice in the room to the customer's needs and experiences.Implementing Jobs Theory: Begin with foundational knowledge acquired from resources like "Competing Against Luck", and learn the art of customer interviews to gather actionable insights.The Importance of the First Win: Secure an initial success story to demonstrate the effectiveness of the Jobs theory in your organization, fostering a culture of customer-centric innovation.Quotes"Every time you take a credit card payment, people say it's like, I can feel the money going into my checking account, which is pretty magical." - Chris Spiek describing the user experience of the tap-to-pay feature."How do you move the loudest voice out of the center of the conversation and the customer into the center of the conversation?" - Chris Spiek on adopting a customer-centric approach."You're going to have to take a leap of faith based on the findings and learn from the outcomes." - Chris Spiek on implementing the Jobs theory."All you got to do is get one win to prove to the rest of the organization that,  this is worth it." - Devin Smith on the significance of securing the first win.Resources MentionedCompeting Against Luck - A foundational book for understanding the Jobs theory.Rewired Group - Innovation Consulting and courses for mastering Jobs to Be Done InterviewingWays to Connect with Chris SpiekTwitter - Follow Chris for more insights on product development and innovation.LinkedIn - Connect with Chris to stay updated on his latest ventures and collaborations.Connect with Devin LinkedIn X: @devinwsmith Subscribe and Review If you enjoyed this episode, make sure to subscribe to our podcast so you'll never miss an episode. We'd also appreciate if you could leave us a review on Apple Podcasts. Your reviews help us reach more people and create a bigger impact.

Research shows that negative interactions take a significant toll on all of us, carrying as much as five times the impact of positive ones. And yet, most people don't realize how much microstress they're under. As today's guest helps reveal, we're not just affected by the big, obvious stressors, but by the little moments throughout each day rippling beneath the surface. Karen Dillon and her co-author Rob Cross call this an “unrecognized epidemic,” one that's invisible and relentless—in this conversation you'll learn strategies for reducing even just a few microstresses in your life that can have a profound impact. More About Karen: Karen Dillon is an author and former editor at Harvard Business Review magazine and the coauthor of three books with Clayton Christensen, including the New York Times bestseller How Will You Measure Your Life? Today we're talking about her new book, co-authored with Babson College professor Rob Cross, The Microstress Effect: How Little Things Pile Up and Create Big Problems—and What to Do About It.

Mirela Mus: The Product Owner's View on Understanding and Overcoming Agile Team Self-Destructive Patterns Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Mirela discussed a team that self-destructed, highlighting various anti-patterns and providing helpful tips. She emphasized the negative impact of being overly focused on competition rather than individual work. Toxic personalities within the team and the acceptance of individuals who didn't align with the team culture were identified as destructive factors. Mirela suggested ignoring disruptive behaviors selectively and being mindful of personal anxiety when starting work. Working "around" difficult team members was discouraged, while assuming good intentions and engaging in one-on-one discussions were recommended. The Nonviolent Communication (NVC) approach was mentioned, and open discussions in team channels were advised to address problematic behaviors transparently. Featured Book of the Week: Competing Against Luck: The Story of Innovation and Customer Choice by Clayton Christensen In this episode, Mirela shared her recommended books. The first recommendation was "Competing Against Luck" by Clayton Christensen, which helps cut through the noise and understand the underlying factors in successful innovation. The next recommendation was "Thinking in Systems" by Donella Meadows, a book that aids in navigating organizations and comprehending incentives by emphasizing the impact of systems. Mirela humorously mentioned the phrase, "it's because of the system, man!" Lastly, Mirela refers to the concept of "OODA Loop," which is the cycle observe–orient–decide–act, developed by military strategist and United States Air Force Colonel John Boyd. These books provide valuable insights for understanding innovation, organizational dynamics, and the PO role.   [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!     About Mirela Mus  Mirela is the founder of Product People, a Product Management Consultancy on a mission to help companies discover and deliver great products faster. They have 41 full-time Product Managers who help companies focus on product-led growth and/or profitability. You can link with Mirela Mus on LinkedIn and connect with Mirela Mus on Twitter.

In this episode, Craig Mackintosh, Head of User Experience Research at LinkedIn, reflects on how the Jobs To Be Done framework has been used at the company to provide strategic focus. He joins David Duncan, co-author with Clayton Christensen on Competing Against Luck and author of The Secret Lives of Customers, to discuss how the team at LinkedIn has drawn on Jobs Theory to unlock innovation through a better understanding of the functional, social, and emotional Jobs had by its members and customers. In using the Jobs To Be Done framework, LinkedIn has been able to take steps towards the implementation of a common language across its many teams, has made more intentional choices around which Jobs they're solving for and why, and has found increased success in both articulating LinkedIn's value to its customers and in capturing opportunities for growth and innovation. Listen to learn more about the pilot studies that were undertaken; some of the Jobs that were uncovered in asking, “Why do people post on LinkedIn?”; how the team got buy-in from employees and incorporated Jobs into the company's culture; and the challenges and opportunities that presented themselves along the way.

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One of my favorite authors is Clay Christensen, who has written books like The Innovator's Dilemma, Competing Against Luck, and How Will You Measure Your Life?. One thing several of his books have in common is a coauthor by the name of Karen Dillon. She's now cowritten another new book, this time with Rob Cross, […] The post 471: The Microstress Effect with Karen Dillon first appeared on Read to Lead Podcast.

A “microstress,” as defined by Rob Cross and Karen Dillon in their new book of the same name, is a small amount pressure from our everyday interactions that is hardly perceived in the moment. But when many microstesses pile up, they become debilitating.Cross, the Edward A. Madden Professor of Global Leadership at Babson College in Wellesley, Mass., has studied the underlying networks of effective organizations and the collaborative practices of high performers for more than 20 years. Dillon is a former editor of Harvard Business Review and the author of such books as How Will You Measure Your Life? and Competing Against Luck.Together with Martin Reeves, Chairman of BCG Henderson Institute, they discuss the microstresses that drain capacity, deplete emotional reserves, and challenge identity. Although these pressures are impossible to eliminate, there are strategies—building resilience, leading a healthy life, and finding purpose—that can mitigate the impact, enabling people to reshape their interpersonal interactions and live more satisfied lives.Company leaders, the authors argue, should also be aware of microstress triggers hiding in plain sight: the burdens levied by our agile, collaborative way of working that can have damaging ripple effects.Key topics discussed:01:11 | The gravity of microstress07:29 | Types of microstress12:26 | Solutions to microstress19:04 | Microstress in organizations25:35 | Positive aspects of microstress29:14 | Where to start with countering microstressAbout the BCG Henderson InstituteThe BCG Henderson Institute is the Boston Consulting Group's think tank, dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration, sign up to receive BHI INSIGHTS, our monthly newsletter, and follow us on LinkedIn and Twitter.This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy

Today's book is a book about progress.
Yes, it's a book about innovation—and how to get better at it. But at its core, this book is about the struggles we all face to make progress in our lives.
If you're like many entrepreneurs and managers, the word “progress” might not spring to mind when you're trying to innovate. Instead, you obsess about creating the perfect product with just the right features and benefits to appeal to customers. Or you try to fine-tune your existing products continually so they're more profitable or differentiated from your competitors. You think you know what your customers would like, but it can feel hit or miss. Place enough bets, and—with a bit of luck—something will work out. But that doesn't have to be the case, not when you truly understand what causes consumers to choose. Innovation can be far more predictable and profitable, but only if you think differently. If you want to compete—and win—against luck, this is the book for you.  Welcome to another episode in our very special series to celebrate the work of Clayton Christensen. Today we are joined by the co-author of Competing Against Luck, Taddy Hall.

Today I'm chatting with Bruno Aziza, Head of Data & Analytics at Google Cloud. Bruno leads a team of outbound product managers in charge of BigQuery, Dataproc, Dataflow and Looker and we dive deep on what Bruno looks for in terms of skills for these leaders. Bruno describes the three patterns of operational alignment he's observed in data product management, as well as why he feels ownership and customer obsession are two of the most important qualities a good product manager can have. Bruno and I also dive into how to effectively abstract the core problem you're solving, as well as how to determine whether a problem might be solved in a better way.    Highlights / Skip to: Bruno introduces himself and explains how he created his “CarCast” podcast (00:45) Bruno describes his role at Google, the product managers he leads, and the specific Google Cloud products in his portfolio (02:36) What Bruno feels are the most important attributes to look for in a good data product manager (03:59) Bruno details how a good product manager focuses on not only the core problem, but how the problem is currently solved and whether or not that's acceptable (07:20) What effective abstracting the problem looks like in Bruno's view and why he positions product management as a way to help users move forward in their career (12:38) Why Bruno sees extracting value from data as the number one pain point for data teams and their respective companies (17:55) Bruno gives his definition of a data product (21:42) The three patterns Bruno has observed of operational alignment when it comes to data product management (27:57) Bruno explains the best practices he's seen for cross-team goal setting and problem-framing (35:30)   Quotes from Today's Episode   “What's happening in the industry is really interesting. For people that are running data teams today and listening to us, the makeup of their teams is starting to look more like what we do [in] product management.” — Bruno Aziza (04:29) “The problem is the problem, so focus on the problem, decompose the problem, look at the frictions that are acceptable, look at the frictions that are not acceptable, and look at how by assembling a solution, you can make it most seamless for the individual to go out and get the job done.” – Bruno Aziza (11:28)   “As a product manager, yes, we're in the business of software, but in fact, I think you're in the career management business. Your job is to make sure that whatever your customer's job is that you're making it so much easier that they, in fact, get so much more done, and by doing so they will get promoted, get the next job.” – Bruno Aziza (15:41)   “I think that is the task of any technology company, of any product manager that's helping these technology companies: don't be building a product that's looking for a problem. Just start with the problem back and solution from that. Just make sure you understand the problem very well.” (19:52)   “If you're a data product manager today, you look at your data estate and you ask yourself, ‘What am I building to save money? When am I building to make money?' If you can do both, that's absolutely awesome. And so, the data product is an asset that has been built repeatedly by a team and generates value out of data.” – Bruno Aziza (23:12)   “[Machine learning is] hard because multiple teams have to work together, right? You got your business analyst over here, you've got your data scientists over there, they're not even the same team. And so, sometimes you're struggling with just the human aspect of it.” (30:30)   “As a data leader, an IT leader, you got to think about those soft ways to accomplish the stuff that's binary, that's the hard [stuff], right? I always joke, the hard stuff is the soft stuff for people like us because we think about data, we think about logic, we think, ‘Okay if it makes sense, it will be implemented.' For most of us, getting stuff done is through people. And people are emotional, how can you express the feeling of achieving that goal in emotional value?” – Bruno Aziza (37:36)   Links As referenced by Bruno, “Good Product Manager/Bad Product Manager”: https://a16z.com/2012/06/15/good-product-managerbad-product-manager/ LinkedIn: https://www.linkedin.com/in/brunoaziza/ Bruno's Medium Article on Competing Against Luck by Clayton M. Christensen: https://brunoaziza.medium.com/competing-against-luck-3daeee1c45d4 The Data CarCast on YouTube:  https://www.youtube.com/playlist?list=PLRXGFo1urN648lrm8NOKXfrCHzvIHeYyw

Pushing features is a big trap that I see most product companies fall into.  It will prevent you from finding product-market fit.You need to avoid what I call the 'field of dreams' trap because 'if you build it they will come' only works in the movies.Let's talk about what you should do instead.Credit to the late great Clayton Christensen and his incredible book Competing Against Luck.

In the acknowledgments section of Competing Against Luck, co-author Taddy Hall wrote, “Twenty-four years ago, when I walked into the classroom for the first day of Clay's class, I had no idea of the adventure that was about to begin. Over these many years, there has never been a conversation with Clay that didn't leave me feeling a humbled sense of gratitude for his patience, wisdom, and kindness. Thank you, Clay.” In this episode of The Disruptive Voice, the adventure continues as Taddy joins host Shaye Roseman – formerly a Research Associate at The Forum for Growth & Innovation – to share stories from his time collaborating with Clay, how the Jobs To Be Done framework came to fruition, and the relationship between innovation and brands. In particular, Taddy recounts and reflects on a number of examples relating to how he, Shaye, and their fellow practitioners at Lippincott use Jobs Theory on a daily basis to not only design products and services but to actually build brands. This is a must-listen conversation for those interested in learning more about what successful brands do, how they do it, and the power of the Jobs To Be Done framework to build these brands! 

 Health plans and providers alike are focused on population health and ensuring that members are getting the care and support they need to keep chronic conditions in check.  However, often, these entities encounter challenges in obtaining actionable data or insights that allow the organization to intervene in the care process earlier.   Myia Health is tackling this issue and helping both providers and health plans better manage individuals with chronic conditions.  With us is Myia's CEO and Co-founder, Simon MacGibbon.  Simon has a background in strategy, CRM technology, and large-scale digital transformations.  He has worked for companies such as McKinsey and IBM and he was co-founding Partner of the Boston Consulting Group's Digital Ventures business.   Show Notes:  Books:  Crossing the Chasm by Geoffrey Moore; What You Do Is Who You Are: How To Create Your Business Culture by Ben Horowitz; Competing Against Luck by Professor Clay Christensen.  Podcasts:  Relentless HealthValue Podcast; Dylan Johnson – cyclist – on YouTube.

A Masterclass in Learning From Your Customers with Kristin Zhivago I told Kristin about my conversation with Jesse Cole I mentioned Competing Against Luck by Clayton Christensen which I highly recommend reading. Kristin's book is Roadmap to Revenue available at Amazon Kristin can be found at zhivagopartners.com and also at the following Social Links: LinkedIn. https://www.linkedin.com/in/kristinzhivago/ Twitter https://twitter.com/KristinZhivago Facebook https://www.facebook.com/ZhivagoPartners --- Support this podcast: https://anchor.fm/corporatethought/support

"A proven concept can be duplicated and is trusted. Don't pay for ads until your message is proven." These are just some of the fast-fired statements shared on the podcast today by John Batty from Ducimus Digital. On this week's episode, Chris Cownden enjoys his conversation with John Batty an expert in branding, web design and automating e-commerce businesses. We talk about how to build a brand that is sustainable, how to nurture your clients, how to market your beliefs and why it's so important to build a business that is purpose-driven. If you haven't go back to Episode 1 with Filipe Goncalves and listen a similar concept on finding the perfect buyer. To save you time, click hereEnjoy the episode and let us know your thoughts from this conversation by leaving a review and subscribing. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~John Batty is the most laid back and humble entrepreneur I've met. He has a business that generates more than 6 figures a year, keeps his house warm and whole family fed, that employs his family and which is 90% automated while he focuses on other business ventures and philanthropy with Ducimus Digital and preventing human trafficking. John promised he would create something to help you and it is still in creation. As soon as it is ready, I'll make it available to you on our website. Full Transcription of Episode: https://talkingwithexpertspod.com/ep16Claim Your Free Audience Avatar Worksheet:https://ducimus.digital/talking-with-experts/ Facebook: https://www.facebook.com/john.batty.62 John's 3 Actionable Tasks for today:1. Fail at the cheapest opportunity to test your product or service. 2. Create more value and meet the needs of your customers. 3. Start with your purpose: John's Book Recommendations (Simon Sinek's Start With Why, Competing Against Luck by Clayton Christensen)~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Talking With Experts Podcast is the podcast for Business Owners, Entrepreneurs, Solopreneurs, Freelancers, CEO's, Coaches and anyone else that wants to become an expert and grow and scale their business. Every week a new guest will gift you at least 3 actionable steps to take your business and life to the next level. You'll hear stories, lessons they've learned along the way, what is working right now, how to create new revenue streams, how to work more efficiently and so much more. Join Chris Cownden on his journey by subscribing, liking, leaving a review and getting your questions answered.Website: www.talkingwithexpertspod.comLinks: https://linktr.ee/talkingwithexpertsHave Questions You Need Answering: https://forms.gle/LD6QpPGERjdfUXwK7Resources: https://talkingwithexpertspod.com/libraryCommunity: https://talkingwithexpertspod.com/communitySee you next week!~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ This podcast contains affiliate links. If you use these links to buy something we may earn a commission. Thanks.Reduce your expenses so you can grow, marketing and scale your business without all the associated costs. Sign up to GrooveFunnels hereIf you want to start your own podcast and use the same platform I use, then sign up to Bcast today. See acast.com/privacy for privacy and opt-out information.

What does it really mean to be customer centric? It's more than just polite customer service or occasionally asking customers what they think of you. It's an ongoing mindset that is backed up by processes, structures, and tools to continue staying in lockstep with your customers - and engaging their input and needs to drive business decisions. My guest today, Dennis Geelen, shares his formula for customer centric success. We also discuss why some businesses have thrived during the pandemic while others have failed, why data and customer centricity are not the same thing, and tips to help your organization become more customer-centric.  Key Takeaways:The questions you ask of your customers should be in the context of what they are trying to do, not just their thoughts on your products or services.When collecting data, you need to understand if you are doing it to add value for the customer or just to grow, sell, and maximize your quarterly profits.Find a way to go through your customer's journey with your company and see what you learn from that process. "It's so important to have customer centric innovation as your foundation because you don't know when the next disruptor is coming along." —  Dennis Geelen  About Dennis Geelen: Dennis Geelen is the author of the best selling book The Zero In Formula and the Founder of Zero In, a customer experience and innovation consulting company. Dennis has spent the past 20 plus years helping several companies in various industries change, grow, and prosper. He brings a strong background in strategic planning, innovation, and customer experience, combined with his passion for helping companies and giving back to communities. Dennis lives in Lindsay, Ontario with his wife Cindy and their dog Duke and two cats (Peanut and Chica).  Connect with Dennis:Website: www.zero-in.ca (Find the customer centricity assessment tool here, mentioned in the episode)Twitter: https://twitter.com/dennis_geelenLinkedIn: https://www.linkedin.com/in/dennis-geelen-5a95703/Facebook: https://www.facebook.com/dennis.geelen.9Instagram: https://www.instagram.com/dennis.geelen/Book, The Zero In Formula - https://www.zero-in.ca/the-zero-in-formula Mentioned this episode:Competing Against Luck by Clayton Christensen - https://www.amazon.com/Competing-Against-Luck-Innovation-Customer/dp/0062435612The Trusted Advisor by David A. Maister, Charles H. Green, and Robert M. Galford - https://www.amazon.com/Trusted-Advisor-David-H-Maister/dp/0743212347  Don't forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy  Connect with Maria: Get the podcast and book: TheEmpathyEdge.comLearn more about Maria's brand strategy work and books: Red-Slice.comHire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-RossLinkedIn: Maria RossInstagram: @redslicemariaTwitter: @redsliceFacebook: Red Slice

What does it really mean to be customer centric? It's more than just polite customer service or occasionally asking customers what they think of you. It's an ongoing mindset that is backed up by processes, structures, and tools to continue staying in lockstep with your customers - and engaging their input and needs to drive business decisions. My guest today, Dennis Geelen, shares his formula for customer centric success. We also discuss why some businesses have thrived during the pandemic while others have failed, why data and customer centricity are not the same thing, and tips to help your organization become more customer-centric.  Key Takeaways:The questions you ask of your customers should be in the context of what they are trying to do, not just their thoughts on your products or services.When collecting data, you need to understand if you are doing it to add value for the customer or just to grow, sell, and maximize your quarterly profits.Find a way to go through your customer's journey with your company and see what you learn from that process. "It's so important to have customer centric innovation as your foundation because you don't know when the next disruptor is coming along." —  Dennis Geelen  About Dennis Geelen: Dennis Geelen is the author of the best selling book The Zero In Formula and the Founder of Zero In, a customer experience and innovation consulting company. Dennis has spent the past 20 plus years helping several companies in various industries change, grow, and prosper. He brings a strong background in strategic planning, innovation, and customer experience, combined with his passion for helping companies and giving back to communities. Dennis lives in Lindsay, Ontario with his wife Cindy and their dog Duke and two cats (Peanut and Chica).  Connect with Dennis:Website: www.zero-in.ca (Find the customer centricity assessment tool here, mentioned in the episode)Twitter: https://twitter.com/dennis_geelenLinkedIn: https://www.linkedin.com/in/dennis-geelen-5a95703/Facebook: https://www.facebook.com/dennis.geelen.9Instagram: https://www.instagram.com/dennis.geelen/Book, The Zero In Formula - https://www.zero-in.ca/the-zero-in-formula Mentioned this episode:Competing Against Luck by Clayton Christensen - https://www.amazon.com/Competing-Against-Luck-Innovation-Customer/dp/0062435612The Trusted Advisor by David A. Maister, Charles H. Green, and Robert M. Galford - https://www.amazon.com/Trusted-Advisor-David-H-Maister/dp/0743212347  Don't forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy  Connect with Maria: Get the podcast and book: TheEmpathyEdge.comLearn more about Maria's brand strategy work and books: Red-Slice.comHire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-RossLinkedIn: Maria RossInstagram: @redslicemariaTwitter: @redsliceFacebook: Red Slice

Jim Kalbach is the chief evangelist at MURAL, a leading provider of online visual collaboration software. He's the author of Designing Web Navigation (O'Reilly, 2007), Mapping Experiences (O'Reilly, 2016), and his latest, The Jobs to Be Done Playbook (Rosenfeld, 2020). In this conversation, we dive into Jobs to Be Done, how it relates to design, and how jobs can create an “out of body experience” for organizations. Listen to the show Download episode 66 Show notes @JimKalbach on Twitter Jim Kalbach on LinkedIn MURAL The Jobs to Be Done Playbook by Jim Kalbach Mapping Experiences: A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams by Jim Kalbach Designing Web Navigation: Optimizing the User Experience by Jim Kalbach JTBD Toolkit Book Notes: “The Jobs To Be Done Playbook” by Jorge Arango Know Your Customers' “Jobs to Be Done” by Clayton M. Christensen, Taddy Hall, Karen Dillon, and David S. Duncan How We Align Product Development with Jobs To Be Done at MURAL by Agustin Soler The JTBD toolkit Competing Against Luck: The Story of Innovation and Customer Choice by Clayton M. Christensen, Taddy Hall, Karen Dillon, and David S. Duncan Some show notes may include Amazon affiliate links. I get a small commission for purchases made through these links. Read the transcript Jorge: Jim, welcome to the show. Jim: Hey, great to be here. Thanks for having me, Jorge. Jorge: Well, I'm very excited to have you. Not only have you and I been friends for a long time, but you also wrote a book last year that I liked a lot, and I actually wrote about it in my blog. I'm excited to talk with you about the book and about what you're up to. So, for folks who might not know you, can you please introduce yourself? About Jim Jim: Yeah, sure! Hey everybody, Jim Kalbach here. Calling in from Jersey City, New Jersey, where I'm originally from, on the east coast. I moved to Germany for a long time. I lived in Germany for about 14 years and then came back to the U. S. But I have a background in information science and worked as an information architect for a long time, getting into topics around usability and UX. I have a very strong classic kind of design — product design — background. But I was always interested in research and strategic aspects of design and innovation. And then I got exposed to Jobs to Be Done around 2003, and always tried to incorporate aspects of that in my work here and there. Just kind of testing the waters. So, I've been looking at Jobs to Be Done for a while now, actually, in my design roles, but then also beyond that as well too. Jorge: You're currently at MURAL, right? Jim: Correct. Yeah, I'm the Chief Evangelist at MURAL. I've been with that company for six and a half years now. I was employee number 12 and through the pandemic, our business has expanded greatly. It's just… things have just exploded in a good way. Of course, we believe we have a tool — a virtual whiteboard — we have a tool that can help people. You know, through the pandemic, it was great to see our mission that we had been building up for five years before the pandemic then suddenly become hyper-relevant, and people reaching out and grabbing us by the collar and saying, "thank you for saving my project!" So that was just really fulfilling to see our mission, become hyper relevant. But again, at the same time, it was absolutely fantastic for our business. And now we're like 600 people in the company. It's crazy how much we've grown. I started and I built up the customer success team and the support team here at MURAL. So, it was a little bit of shift from my background in product design when I got to MURAL. But then as we scaled, I wasn't the right person to scale a global customer success team. So, I moved over into what we're calling "Chief Evangelist" and it's basically a lot of outreach, writing, speaking onstage, doing some research, building relationships with our biggest and best customers, but also just reaching out to the community in general. So, it's a really great role for me to be in here at MURAL. Jorge: You alluded to Jobs to Be Done, which is the subject of your latest book, the one that we were talking about earlier. I'm wondering about Jobs to Be Done at MURAL. And I remember when I first used MURAL, it seemed to me to be a tool that was looking to replicate the whiteboard. And with the pandemic we've been unable to access physical whiteboards, and MURAL has filled in the gap, right? So how would you describe the job that MURAL does for teams? JTBD at MURAL Jim: It's a really good question, and I've been chewing on that for a very long time. Before I answer that, I just want to mention that Jobs to Be Done at MURAL… haven't been very overt about it. It's not like we have a Jobs to Be Done round table and every week we do research and things like that. But it's there, and it's been in the background lurking behind… even our support team. Did a session with our support team, how Jobs to Be Done could help them in their work. Our head of product, there's a nice blog post out there where he talks about Jobs to Be Done in guiding the roadmap, and things like that. So, it's been around, but it's kind of like where we've been soaking in it rather than having a Jobs to Be Done research effort or explicit team around it. And in doing that kind of ongoing work, I've been really thinking about what are the Jobs to Be Done of MURAL. And it's a little tricky. Because it's a whiteboard, it's a blank canvas. It's… you know, Jorge, I think a MURAL almost as a platform. A lot of times you buy a piece of software and you expect the software to tell you what you can do, and what you can't do, right? There's a workflow involved. There are steps involved, and that kind of thing. But with MURAL, it's like you can do anything that your imagination can bring to a whiteboard with it. So, I really think it's almost like a platform that you can develop on. And what can you develop? And the answer is, "yes!" It's like, what can you visualize? Then you can do it on MURAL. So, it makes the answer to the question, "what's the job-to-be-done?" really slippery. But it also then puts out, the way that I've been approaching it, is looking at a constellation of jobs. And by the way, that's one of the first things that you need to do when you work with Jobs to Be Done is map out what I call your jobs landscape. Because it's not uncommon that organizations and businesses are targeted at a constellation of jobs, particularly in software. Software gets multiple jobs done. And one of the first things you have to do is map out your jobs. And that… it's not just one dimensional, it's actually hierarchical; that there are jobs and smaller jobs that roll up to higher jobs. So, you end up with this landscape of jobs. And in MURAL, it can just go on and on and on. Because we're basically an open-source development platform that is as limited as your own imagination. But I think where we started and the jobs that we're looking to target first are things around like running a collaboration session with your team at work, because we're all about collaboration and we want to be relevant in the workplace, although we have a lot of educational institutions as well, too. It's really about running a collaboration session with your team, is kind of a high-level job. You can go up from there and even say, solve problems together visually. Could be even a higher level… that's really abstract though. And if you were to research that using the Jobs to Be Done lens, which you could, you would come up with something more abstract. So, I usually try to break that down into things like running a collaboration session. But we also have people running projects. How do people run projects and where does MURAL fit into that job to be done? Teaching a course! People teach, as you know, MURAL is a platform to teach from as well, too. Teaching a course is another big use case that we tend to target as well too. So, I have about… right now, I have about four or five jobs at that level. The main one though, is really around collaboration. It's collaborating as a team at work, right? And what is the beginning, middle, and end of that? And I've found that if you map that out, you can take a lot of the situations that people come to MURAL with and you can fit it into that beginning, middle and end of collaborating at work. The jobs of JTBD Jorge: We're talking about this kind of in the abstract and I'm assuming that folks listening in know what we mean when we say Jobs to Be Done. Before we started recording, you were mentioning that you've done dozens of podcast interviews about this, so I'm not going to ask you the "what is Jobs to Be Done?" question. I'll leave that up to listeners. If they haven't heard about it, it's worth your while. But you just now mentioned that something that's been on my mind in using Jobs to Be Done in my own work. And it's a fact that some of the definitions of a job-to-be-done can get quite abstract. And at that point, their utility stops being evident to team members. So, I'm wondering the meta-question: what do you see the jobs of Jobs to Be Done? Like, what does Jobs to Be Done buy a team? Jim: Yeah! I think it's focus in innovation efforts. I really see Jobs to Be Done as an innovation framework. And innovation occurring at any level. You want to innovate your product or your solution, you want to innovate your go to market motions as well, too? But it could be, we want to expand our company. So, it works at different levels, right? The first question that I always teach people to answer in defining the jobs that they're going to be targeting is, "where do you want to innovate?" And once you're able to answer that question, what Jobs to Be Done brings is a lot of focus and clarity to that. Because then there's a structured language behind Jobs to Be Done. And that's what I try put out in the first couple of chapters in my book is, what's the language around Jobs to Be Done to describe our innovation target, but to describe it in human terms. In human terms, right? And notice I didn't say "user" or "customer" or "prospect" or "target market. " It's human terms. It's understanding within that space, once you define your innovation target, what do human beings want? And trying to find that out. It's different than ethnography though, because we're not going out and doing this very grounded, bottoms-up… there is some bottoms-up work to it, but you're not just trying to understand everything about their lives because you've defined your frame of innovation. It's very specific in the human-based information that you're extracting from it. So, it's very focused and it's very lean in getting out human insight that then becomes opportunity for innovation. Jorge: When you say, "human terms", I hear that as human terms in distinction to the drivers of an impersonal system, such as the organization or the market or what have you, right? Jim: Or the product or the solution. Right! And one of the great benefits of the language of Jobs to Be Done is that it expunges all of that from your vernacular. That when you're talking and working with Jobs to Be Done, you're not allowed to refer to any technology, solutions, brands, or even methods. So, Agile is a method. Design thinking is a method. You wouldn't write that down when you're notating Jobs to Be Done. You wouldn't refer to any of those things. You're trying to describe human needs… a very specific description of human needs. Again, it's not this ethnographic type of thing. You just want to go in and get what you want and get out. It's very surgical in that sense. But you're describing it in a way that is independent of yourself, because organizations are really good at looking at human beings through the lens of their own brand and their solution. We looked down at the market and we say, "those are users. Those are customers. That's a buying behavior. That's a user behavior. We have a solution. Click the button! Optimize conversion rates!" That's about you. Let's be serious here. A customer journey map and a lot of that stuff, that's about you and your organization. That's not about human beings. Jobs to Be Done explicitly puts that to the side and then you're asking yourself, "well, how do I describe that then? How do I describe what people want and what they're trying to get done?" And Jobs to Be Done gives you way to do that. Once you put all that other stuff to the side, you can still — in a very structured, targeted and focused way — you can describe human behavior. Very specific types of human behavior. JTBD for the reluctant Jorge: When you say innovation… when anyone says innovation, one of the things that I hear is change. So, we have a current state in which we're doing things a certain way, and we want to change that to a different state in which we're doing things differently. Or our product looks different in the market. And innovation has kind of a positive tinge to it, whereas change is more ambiguous, right? And a lot of folks are resistant to change internally in organizations. I'm wondering about how you might explain the value of Jobs to Be Done to reluctant stakeholders or to folks who may not be fully on board with driving some kind of change? Jim: It's a really good point and in fact after we launched the book, I created an online resource called the Jobs to Be Done toolkit, jtbdtoolkit.com. And we were talking about exactly this. Like, who are we targeting? And we ultimately threw away roles and labels and ended up with changemakers. We're targeting changemakers in organizations because of the question that you just asked is that some stakeholders are resistant to change, you're right. But other people in organizations want change, right? They see their own brand or solution on the market. Or they see the way that they're working internally and they say, "we have to change. " And I think a lot of that is driven by the world we live in. And I don't want to say, '"now it's different than in the past!" But there are specific you know, things that are unique about today's world. Hyper-connected containerization and productization around the world, global economies and talent pools and things like that. There is the different, more complex business world that businesses face these days. And I would argue that it puts a lot more power in consumer hands than even just two or three decades ago. We're all on a burning platform because any consumer can rate you, and any consumer can go to a competitor with one click of a button. So, I think it changes the equation of business from the middle of the last century. I think that's the motivation for change, in general. And stakeholders that don't get it, well, you know what? They're going to be left behind, Jorge, first of all. Because there are lots of statistics like the list of customers of companies on the S&P 500 list is… their duration on that list is getting shorter and shorter and shorter. You know, IBM is IBM and it'll be IBM forever. It's like, "well, man, you know, maybe it won't right?" Because disruption is happening at a quicker rate as well too. So, I think the imperative is there from the way that things work in general to make change, and yeah — some people will be resistant to that, I agree. I think the thing that's different about Jobs to Be Done, is it's very no-nonsense and the focus and the clarity that it brings… and it also speaks a business language to businesspeople on their own terms. I think it's more appealing than other change mechanisms. Like Design Thinking. People have used Design Thinking to affect change to their organizations as well too, but a lot of people react to that: "I'm not a designer. Design is aesthetics. Why would I want to think like a designer?" You know, and things like that. So, there might be a lot of overlap of Jobs to Be Done with other fields, like Design Thinking. And there is. But it's the way that it does it that I think actually appeals to those stubborn people better than some of the other approaches. And I'm not saying throw away Design Thinking; I teach Design Thinking, you know? So, I'm not saying throw that away, but I think we need a new arsenal of conversation styles and languages because of the question that you asked that some people are stubborn, right? And I think Jobs to Be Done helps overcome that stubbornness. Exactly that. That's exactly my attraction to Jobs to Be Done, Jorge. Creating an out-of-body experience Jorge: One of the interesting things about what you're saying here is that it's all very self-consistent, in that at the root of the approach is reframing our offerings from the perspective of the people who are benefiting or who are getting value from our offerings, whether they be customers or end-users or what have you. And that requires that we as a team, as an organization, step outside of our own needs, right? Jim: Correct. Jorge: And what you're saying here is that this applies not only to the product or the initiative that we're undertaking, but to ourselves. Like, our own perception of who we are is up for questioning here. Jim: That is absolutely correct. And one way that I like to describe the reason and the benefit of Jobs to Be Done is to intentionally create what I call an out-of-body experience for yourself, right? Because you're so wrapped up in yourself as an organization. Like I said, organizations are really good about talking about their own brand and their own solutions and their own customer base, that we forget about other perspectives. And the other perspective is, there's a human being over there just trying to get something done in their daily lives, and they may not care about your brand or your price point or your conversion rates. What would happen if just momentarily — and it's only momentary suspense of belief — that we flip perspectives and we see things from their perspective, and look back at ourselves. And the answer is… or the benefit is, you can find opportunities that you don't see because you're your own blinders. So. It is a perspective shift and that's why I also describe Jobs to Be Done as a way of seeing. It's an alternative way of seeing because we see our organizations from a business standpoint, like I was saying. It's like, well, what would happen if we just shifted over and saw it from 180 degrees and looked back then pick out those opportunities, and — no question about it, Jorge — you always come back to those conversations about your own organization and your own product. Have no fear that you're not going to talk about your own brand. So, it's just a temporary shift outside, and then you come back in. And the idea is you can find opportunities that you wouldn't see from your own perspective. JTBD and design Jorge: And in that it shares a lot with the design process, right? Like you… Jim: Absolutely! Jorge: You mentioned Design Thinking here. In fact, when I read your book in preparation for reading that I read, Clay Christensen, et al's Competing Against Luck. And I revisited the notes that I took on that book before our interview this morning, and I wrote down that at the time, it struck me as user-centered design made palatable to stakeholders because it's being taught by Harvard Business professors, which is kind of what you're talking about here, about the language. Jim: I agree. And you know, I don't think that's unimportant though, Jorge. Like I said, I've been looking at ethnography and Design Thinking and UX and all of these other disciplines and human-centered design, and I've been steeped in those things, right? And as you know, the design community pounds its fist on the table and says, " we want a seat at the table!" Right? And rightfully so, as well too. And I think Jobs to Be Done helps that because it comes from the business community. There's no territory or ownership there that anybody can own… there's no one discipline that runs or owns Jobs to Be Done. It's really a language across your organization. And I'll tell you, since I wrote the book, I'm being contacted by marketing teams, by customer success people, obviously by people in product. Entrepreneurs are looking at Jobs to Be Done as well, too. So, I think there's a chance to have that same kind of human centeredness, whatever you want to call the center of gravity there, and to actually get further in our organizations because of its origins and because of how it's positioned as not any one discipline owning it. That said, I do think there are some important differences though. There are some really important differences between existing methods that are human centered design and Jobs to Be Done. Jorge: I would love to hear what those are. Jim: Well, the first one we kind of touched on already too, and that's the hyper, almost fanatical expunging of any reference to technology, solutions or products, right? I get a lot of people say, "tell me task analysis. This is just task analysis, right?" Jorge, I cannot find one example of task analysis that doesn't include a reference to the solution that the person who does task analysis has in front of them. In fact, some examples of task analysis are literally saying, "click the button on the second screen, then click the next button on the next screen. " That's product design. That's not how humans think about their own needs, right? I think that is… it's huge and it's important and it's not that easy, to be honest with you, Jorge. I teach a lot of classes now on Jobs to Be Done. And I get a lot of designers because a lot of people that follow me are in the design field. And then, and I'll say, "you can't use any technology. " And then I do a little exercise with them, and they use technology! In the sense, I say, "no, you can't say Design Thinking, you can't say screen. You can't say document. You can't say all these things. " So, to actually do it… and once you actually do it, you're like, "oh, I can't use any of these terms. And if I don't… " Here's the thing, if I do that, step-by-step through Jobs to Be Done, I don't use any technology, solutions, brand, any reference to any of those things, and then you look back at what you just built up, you get that freedom, you get that out of body experience that you often don't in those other fields, to be honest with you. Jorge: Circling back to the effectiveness of this language versus the language of design, in hearing you describe that, I was thinking that as information architects, our own job-to-be-done is to create effectual language structures, right? And we iterate on labels to find the ones that resonate the most with folks. So, if we are doing the work and we find language that makes it more understandable, more engaging to stakeholders, let's use that language, right? Jim: I agree. Yeah. And it's interesting, you mentioned that because… well, first of all, I said, "you have a landscape of jobs that's your first thing to do?" Guess what? That's a little mini information architecture right there. What's my innovation target is, there's a little architecture in there. But then when you're working with Jobs to Be Done, it is very, very much about language. And one of the first things that I try to show people and demonstrate is that you need at thesaurus. So, it starts with qualitative research, and people don't speak in regular normal terms. Jobs to Be Done is essentially a big categorization mechanism, that when you're listening to people talk, you say, "oh, that's a job performer. That's a job step. That's a job step. That's a job step. That's an outcome. That's an outcome. " And then you end up with piles of regular information that you gather from your qualitative research, which, you know, is very messy. And that normalization that you do to categorize things, often requires a thesaurus because you're saying like, " what's the best word to express that? What's the simplest, most compact word that I can use to express this?" You know, somebody just talked in two paragraphs, and I want to rewrite that in one phrase in one, three-word phrase, right? What's the best word in there? And some things are obvious. Some things are super obvious. But sometimes you get on these cases where you're like, "what's the best word for that?" And it really is about language. It's really about how you're expressing that. And the models that come out of Jobs to Be Done research… it's really a model of, language. Of rewriting qualitative input that you get using the Jobs to Be Done rules. And it's really about modeling that. And there is a lot of architecture involved. Making "jobs" more actionable Jorge: I'm thinking about what I think is a job-to-be-done and it's one of my favorite ones because it's actually, stated up front when you visit this place. And it's the bronze plaques at the entrance of Disneyland. There's two tunnels under a train track when you enter Disneyland. And there's these plaques that say, "here you leave today and enter the world of yesterday, tomorrow and fantasy. " And it's almost like they're telling you what the intent is for that environment, right? Like they designed this thing that aims to accomplish that. And there's this story that Walt Disney used to give his designers, the people were designing the parks, one overarching direction: whoever comes in contact with this thing that you're making should leave the experience with a smile on their face. And those to me are descriptions of jobs, right? Of what the thing is supposed to do. But there's a very wide gap between, "here you leave today and enter the world of yesterday, tomorrow, and fantasy," and what it takes to actually design a theme park ride there's a lot of decisions in between. And I'm wondering about how you bridge that gap. There's this language, this three-word pithy phrase that you have defined that sets the vision. How do you make it actionable? Jim: Yeah. Well, I think, there are two things at play there from the example that you mentioned. One is a hierarchy, and a hierarchy of needs or intents. You used the word intent, so we can talk about that. And I would actually… the examples that you gave, I would actually categorize those as… the first one as aspirations, right? And then you said, "leave with a smile on your face. " I would call that an outcome as well, too. This is all detailed in my book. But to actually put it into practice, maybe this is a good example to help folks think about that. So, actually break things up into… well, there's multiple categories. But for this conversation right here with you, Jorge, I think there are three things going on. One is the aspiration. What's the ultimate aspiration? And Clayton Christensen, who you mentioned, and others, they tend to work at that level, which is fine. And I think that's super important. But I think if you come down a level, you can also say, "yeah, but what's the functional job that people are trying to get done?" I call that the objective. And in your example, it might just be visiting a theme park. So I think you can anchor that aspiration at a high level, but then come down and say, "you know what? We got to build solutions that get people from point A to point B. " Visiting a theme park, right? There's a beginning, middle, and end to that, and we better fulfill that functional job or that objective they have. And then on the other side is what are the outcomes that we want people to have? And that would be, leave with a smile on your face. So, the thing that you said on the plaque, I forget exactly what that was. I would categorize that as an aspiration, and then "leave with a smile" as an outcome. The thing that's missing though is what's the functional job? What's the getting from point A to point B, the plain vanilla… I just have an objective to get done because your solution better get that done, right? Independent of emotions and aspirations and all that kind of stuff. So, Jobs to Be Done is really no nonsense and very structured around taking that example that you just gave and puts things into different categories. Let's think about the aspirations. Fine! Let's think about the outcomes. I can do analysis on that. But what's the functional job that people are trying to get done? That's another piece that you also have to work with. I've done a lot of, let's say Design Thinking workshops where you walk into the room and you say, "we're going to solve world peace today," and that's your target for the group, right? And then you brainstorm on world peace, and you ended up in a room full of sticky notes. And you're like, this is a group of mid-level UX designers. What are they going to? There's too much distance between what we do as a business and what we just came up with. You're trying to innovate at too high of a level. And I've been guilty of doing that, in blue skying everything. "Let's blue sky! No constraints, blue sky!" It's like, no. Why can't we say, "we want to figure out a better way to drill a hole in the wall. " Why can't we innovate at that level? I think actually innovation has a better success when you don't just go in and write down pie in the sky. Let's brainstorm, but say, " how can we make a better hole in the wall? Let's innovate that, guys. " Because that's the level of our focus. And you can absolutely do that. In fact, I was drilling a hole in my wall a couple of weeks ago and I was like, "wow, there's a lot of problems here. There's dust all over the place. I got to set up my drill… " Like this, "oh, this is ripe for innovation, actually. Drilling a hole in a wall is absolutely a place where you can innovate!" But we overshoot. We tend to overshoot, I believe, a lot. Jorge: Definitely. And it's part of why I find the concept of Jobs to Be Done so attractive. And especially as you express it in your book — it's very pragmatic. It's not academic in the way that so many of these ideas tend to be. So, I heartily endorse the book and your work, and I am very grateful that you've made the time to share shared with us here today. Jim: Well, thanks for having me on and for your writeup as well, too. And again, I think I said it before too, but I think that's not unimportant: the pragmatism of Jobs to Be Done. And a lot of people criticize it. "But you're leaving out this," and "you're leaving out that!" Then it's like, yeah, you're leaving all that stuff out because sometimes that confuses those people or puts off those people who are reluctant to change. And you can just go in and say, "we're just going to do these three things. " There's a lot that gets left on the editing floor in Jobs to Be Done. And I like to scoop those up and put them into a separate pile, but you can just go in and just do this really focused thing, with Jobs to Be Done. And I think, again, you mentioned it at the beginning. It's the focus that Jobs to Be Done and the no nonsense focus and the practicality and the pragmatism of Jobs to Be Done that I find really attractive, but it doesn't exclude those other things. It doesn't exclude Design Thinking or ethnography or UX design as well too. And I think you can actually add those things together. So, one of the things that I'm working on, Jorge, is how does Jobs to Be Done fit in with those other pieces of the puzzle and even things like Agile and Lean. Closing Jorge: I think that a lot of folks listening in and I myself would be very interested in hearing what you have to say about this when you publish it. Where can folks follow up with you to keep up with what you're thinking about? Jim: Sure. On LinkedIn. Connect with me on LinkedIn. I make announcements and post some information there also. Also, Twitter. It's @jimkalbach at Twitter. But I think also at the Jobs to Be Done toolkit, the website, it's an online resource. There's some free downloads there jtbdtoolkit.com - some free downloads. We also have an online course. It's a self-paced video course there. So, you can just sign up for that any time, but we also regularly… pretty much every other month. It's not a hundred percent regular yet, but we've been at a pace of about every other month we run a live course. And you can find out information about the next live course on Jobs to Be Done toolkit. Jorge: Well, fantastic. Thank you for being on the show. Jim: Thanks for having me, Jorge.

Along with a varied background with a degree in psychology from Duke and a PdD in Physics from Harvard, David Duncan has also worked at career at McKinsey & Company, then Innosight, and collaborated with Clayton Christensen on Competing Against Luck. This has given him a systems perspective and the ability to really understand customers from a unique lens.He is also the co-author of two other books and a number of influential articles, including a groundbreaking book which introduced a simple yet profound idea: customers don't buy products and services; they hire them to do a job. Building a Growth Factory," co-authored with Scott Anthony, and the Harvard Business Review articles, “Knowing When to Reinvent” and “Build an Innovation Engine in 90 Days."In this episode, David discusses with Kaihan why so many companies, business leaders, and strategists mistake the reasons their customers buy from them, and why this can be fatal, why focusing on jobs to be done can help you avoid this trap, and why you should start with “small data” before your you get to “big data."__________________________________________________________________________________________"Because oftentimes, the most useful aspects of [customer] conversations are unexpected, and they ramble around a little bit, often into the rambling that leads to the greatest insights. And when you see one done well, it often seems a little chaotic and even not that helpful until you learn the underlying principles that were guiding the interview, and that were guiding the insights that they got out of it. "-David Duncan__________________________________________________________________________________________Episode Timeline:00:00—Introducing David Duncan + The topic of today's episode2:02—If you really know me, you know that...2:39—What got you interested in strategy?4:32—What is your definition of strategy?6:14—You come at problems with this multi-point solution look, can you tell us a little bit about that?10:03—Explain to us the concept of your new book, The Secret Lives of Customers12:30—Writing the book in an unorthodox format from a detective's perspective16:12—Thinking of customers in the concept of "jobs to be done"17:25—Big data versus qualitative research19:10—How to connect with David__________________________________________________________________________________________Additional Resources:www.marketdetective.com

Along with a varied background with a degree in psychology from Duke and a PdD in Physics from Harvard, David Duncan has also worked at career at McKinsey & Company, then Innosight, and collaborated with Clayton Christensen on Competing Against Luck. This has given him a systems perspective and the ability to really understand customers from a unique lens.He is also the co-author of two other books and a number of influential articles, including a groundbreaking book which introduced a simple yet profound idea: customers don't buy products and services; they hire them to do a job. Building a Growth Factory," co-authored with Scott Anthony, and the Harvard Business Review articles, “Knowing When to Reinvent” and “Build an Innovation Engine in 90 Days."In this episode, David discusses with Kaihan why so many companies, business leaders, and strategists mistake the reasons their customers buy from them, and why this can be fatal, why focusing on jobs to be done can help you avoid this trap, and why you should start with “small data” before your you get to “big data."__________________________________________________________________________________________"Because oftentimes, the most useful aspects of [customer] conversations are unexpected, and they ramble around a little bit, often into the rambling that leads to the greatest insights. And when you see one done well, it often seems a little chaotic and even not that helpful until you learn the underlying principles that were guiding the interview, and that were guiding the insights that they got out of it. "-David Duncan__________________________________________________________________________________________Episode Timeline:00:00—Introducing David Duncan + The topic of today's episode2:02—If you really know me, you know that...2:39—What got you interested in strategy?4:32—What is your definition of strategy?6:14—You come at problems with this multi-point solution look, can you tell us a little bit about that?10:03—Explain to us the concept of your new book, The Secret Lives of Customers12:30—Writing the book in an unorthodox format from a detective's perspective16:12—Thinking of customers in the concept of "jobs to be done"17:25—Big data versus qualitative research19:10—How to connect with David__________________________________________________________________________________________Additional Resources:www.marketdetective.com

Dit is een interessant boek om te ontdekken waarom succesvolle bedrijven falen op innovatie. Het ligt niet aan het management of aan het ontbreken van focus op de klant, ze doen eigenlijk alles goed en toch gaat het mis. We lazen The Innovator's Dilemma van Clayton M. Christensen of het Innovatiedilemma in de Nederlandse vertaling. Het boek is opgedeeld in twee delen: Waarom grootse bedrijven kunnen falen (1 t/m 4)Het managen van disruptieve technologische verandering (5 t/m 11)Handleiding – met handige vragen De kern van het boek uit 1997 gaat over waarom zoveel succesvolle bedrijven later vervallen in middelmatigheid of zelfs volledig verdwijnen door nieuwkomers.  Het innovator's dilemma bestaat uit de vraag die managers telkens weer proberen te beantwoorden: Moeten we investeren in een ontwikkeling waardoor ons product beter wordt voor onze bestaande klanten met een hoge marge, ofMoeten we investeren in een ontwikkeling, in een product dat slechter is dan onze huidige producten, tegen een slechtere marge, en in iets wat onze huidige klanten niet nodig hebben? Er zijn twee soorten innovaties in dit boek: Sustaining innovationDisruptive innovation In zijn Google Talk uit 2016 (zie video) zie je dat de schrijver zijn theorie heeft verrijkt – mede naar aanleiding van zijn boek Competing Against Luck – want dan praat Christensen over de volgende innovaties: Potential productsSustaining innovationDisruptive productsEfficience innovation Het bijzondere is dat de managers in de bedrijven met sustaining innovation doen wat het beste is voor het bedrijf en daar in hoogtijdagen ook voor worden geroemd. Ze doen precies het juiste, het product beter, efficiënter, sterker maken door in gesprek te zijn met klanten (zie ook Hidden Champions). Door te leren van bestaande klanten zijn ze in staat om verder te groeien en meer te verdienen. Een nieuwkomer die wil concurreren in de top van de bestaande markt krijgt het lastig, de bestaande partijen zullen je uiteindelijk vernietigen of overnemen. Nieuwkomers doen er goed aan om onder aan de markt te beginnen. Een segment in de markt waar de marges laag zijn waarin ze met rust gelaten worden door de bestaande partijen. Hiervoor gaan ze op zoek naar andere klanten. De eerste hoofdstukken zijn taai, lang en gedetailleerd. Het gaat onder andere over de disk drive markt en staalproducten. Bij de disk drives zie je dat er nieuwe ontwikkelingen zijn geweest naar een kleiner product, met minder opslag en duurder, die voor de huidige afnemers niet goed waren. Deze nieuwkomers bouwden van onderop een nieuwe markt op een klommen langzaam maar zeker door naar de top van de markt, tot een andere nieuwkomer het weer van ze overnam. Hij geeft ook voorbeelden met Toyota die de Amerikaanse markt binnendrong met een heel goedkope en kleine auto. Waarbij Toyota het later lastig kreeg met indringers als Kia en Hyundai. In zijn Google Talk laat hij tijdens de Q&A zien waarom veel bedrijven die nu als disruptive worden gezien niet vallen onder zijn definitie, zoals Tesla. Of het voorbeeld van Honda die met een betaalbare motor de Amerikaanse markt binnendrong. Bedrijven die succesvol in staat waren om een nieuw markt op te zetten met een niet rendabel product naast het bestaande hogemargeproduct deden dat op verschillende locaties. Zo wist HP de inktjetmarkt binnen te dringen naast de bestaande laserprinters vanuit een andere locatie in de VS met geheel eigen management en richtlijnen om succes te meten. Soms starten een aantal medewerkers van het bestaande bedrijf die wel toekomst zien in een nieuwe technologie maar geen gehoor krijgen binnen het bedrijf. Een slim bedrijf neemt een aandeel in een ander bedrijf om de eerste ontwikkelingen te financieren en kan bij succes eenvoudig de overige aandelen overnemen en integreren in het bestaande bedrijf. Beter management, harder werken, en minder domme fouten maken is in ieder geval niet het antwoord op het innovatie...

Shadowboxing rounds are solo episodes, where I, Life-Sparring host Fabian Gruber share “what's On and Poppin” in my life, what current books provide “Food for Thought,” and what else is going on. No interviews, just a bit of solo rambling and occasionally some bad singing.In this round of Life-Sparring Shadowboxing: truly awful singing and an attempt to explain it, a first review of the Oura Ring health monitor and reviews of Laura Huang's book “Edge” and the late Clayton M. Christensen's book “Competing Against Luck.”More info and all show notes, links, and resources, as usual, at Life-Sparring.com/podcast.

Dit is een interessant boek om te ontdekken waarom succesvolle bedrijven falen op innovatie. Het ligt niet aan het management of aan het ontbreken van focus op de klant, ze doen eigenlijk alles goed en toch gaat het mis. We lazen The Innovator's Dilemma van Clayton M. Christensen of het Innovatiedilemma in de Nederlandse vertaling. Het boek is opgedeeld in twee delen: Waarom grootse bedrijven kunnen falen (1 t/m 4)Het managen van disruptieve technologische verandering (5 t/m 11)Handleiding – met handige vragen De kern van het boek uit 1997 gaat over waarom zoveel succesvolle bedrijven later vervallen in middelmatigheid of zelfs volledig verdwijnen door nieuwkomers.  Het innovator's dilemma bestaat uit de vraag die managers telkens weer proberen te beantwoorden: Moeten we investeren in een ontwikkeling waardoor ons product beter wordt voor onze bestaande klanten met een hoge marge, ofMoeten we investeren in een ontwikkeling, in een product dat slechter is dan onze huidige producten, tegen een slechtere marge, en in iets wat onze huidige klanten niet nodig hebben? Er zijn twee soorten innovaties in dit boek: Sustaining innovationDisruptive innovation In zijn Google Talk uit 2016 (zie video) zie je dat de schrijver zijn theorie heeft verrijkt – mede naar aanleiding van zijn boek Competing Against Luck – want dan praat Christensen over de volgende innovaties: Potential productsSustaining innovationDisruptive productsEfficience innovation Het bijzondere is dat de managers in de bedrijven met sustaining innovation doen wat het beste is voor het bedrijf en daar in hoogtijdagen ook voor worden geroemd. Ze doen precies het juiste, het product beter, efficiënter, sterker maken door in gesprek te zijn met klanten (zie ook Hidden Champions). Door te leren van bestaande klanten zijn ze in staat om verder te groeien en meer te verdienen. Een nieuwkomer die wil concurreren in de top van de bestaande markt krijgt het lastig, de bestaande partijen zullen je uiteindelijk vernietigen of overnemen. Nieuwkomers doen er goed aan om onder aan de markt te beginnen. Een segment in de markt waar de marges laag zijn waarin ze met rust gelaten worden door de bestaande partijen. Hiervoor gaan ze op zoek naar andere klanten. De eerste hoofdstukken zijn taai, lang en gedetailleerd. Het gaat onder andere over de disk drive markt en staalproducten. Bij de disk drives zie je dat er nieuwe ontwikkelingen zijn geweest naar een kleiner product, met minder opslag en duurder, die voor de huidige afnemers niet goed waren. Deze nieuwkomers bouwden van onderop een nieuwe markt op een klommen langzaam maar zeker door naar de top van de markt, tot een andere nieuwkomer het weer van ze overnam. Hij geeft ook voorbeelden met Toyota die de Amerikaanse markt binnendrong met een heel goedkope en kleine auto. Waarbij Toyota het later lastig kreeg met indringers als Kia en Hyundai. In zijn Google Talk laat hij tijdens de Q&A zien waarom veel bedrijven die nu als disruptive worden gezien niet vallen onder zijn definitie, zoals Tesla. Of het voorbeeld van Honda die met een betaalbare motor de Amerikaanse markt binnendrong. Bedrijven die succesvol in staat waren om een nieuw markt op te zetten met een niet rendabel product naast het bestaande hogemargeproduct deden dat op verschillende locaties. Zo wist HP de inktjetmarkt binnen te dringen naast de bestaande laserprinters vanuit een andere locatie in de VS met geheel eigen management en richtlijnen om succes te meten. Soms starten een aantal medewerkers van het bestaande bedrijf die wel toekomst zien in een nieuwe technologie maar geen gehoor krijgen binnen het bedrijf. Een slim bedrijf neemt een aandeel in een ander bedrijf om de eerste ontwikkelingen te financieren en kan bij succes eenvoudig de overige aandelen overnemen en integreren in het bestaande bedrijf. Beter management, harder werken, en minder domme fouten maken is in ieder geval niet het antwoord op het innovatie...

Along with his work as a Managing Director at Innosight, the consulting firm co-founded by Clayton Christensen and Mark Johnson over two decades ago, David Duncan is also a co-author with Clay on Competing Against Luck and co-author with Scott Anthony, host of this episode, on Building A Growth Factory. Most recently, David - a leading authority on the Jobs To Be Done framework, and drawing on his wealth of experience conducting market investigations – has published The Secret Lives of Customers: A Detective Story About Solving the Mystery of Customer Behavior. David and Scott touch on a myriad of topics in this insightful and witty conversation. In one instance, David, reflecting on the experience of writing his page-turning mystery, tells listeners, "I've always thought that doing research on customers is kind of like detective work. You go out in the world, you do interviews, you try to gather clues and piece together patterns and make observations, and you draw out insights to crack the case - I took that metaphor to an extreme in this story and used that as a premise for the plot." The Secret Lives of Customers addresses the conundrum that though more data than ever before is widely available, most still find it challenging to understand who their customers really are, why they act as they do, and what they really want. Learning to think like a market detective can help to answer these questions!

This week I speak with NYT bestselling author and former editor of Harvard Business Review, Karen Dillon about Competing Against Luck—the seminal work on the Theory of Jobs To Be Done that she coauthored with Taddy Hall, David S. Duncan, and most notably, the late Clayton Christensen.

This week, I share my conclusions on the five primary factors that influence your total customer experience.For more on the Theory of Jobs to Be Done, read Competing Against Luck by Clayton Christensen, Karen Dillon, Taddy Hall, David S. Duncan

Justmop firmasında ürün ve pazarlamadan sorumlu Barış Koçdur ile,- Kendisinin ve firmanın hikayesini,- Justmop'un hizmet verdiği ülkeleri,- Remote çalışma düzenini,- Korona döneminde nasıl satışlarını arttırdıklarını,- Suudi Arabistan pazarında nelerle karşılaştıklarını,- Hangi pazarlama faaliyetlerini denediklerini,- Superapp olma yolunda hangi hizmetleri sunmaya başladıklarını,- Jobs To Be Done methodolojisini ve bunu nasıl uyguladıklarını,- Hizmet verdikleri ülkelere açılmak isteyenlere verebileceği tavsiyeleri konuştuk.Konferans Katılım Linki:https://form.jotform.com/203001680911038Linkler:https://justmop.comJobs To Be Done: https://jtbd.info/Competing Against Luck: https://www.amazon.com/Competing-Agai...Barış Koçdur İletişim: bkocdur@gmail.comSıfırdan Globale Bülten:https://sifirdanglobale.substack.com/Patreon Hesabımız:https://www.patreon.com/sifirdanglobaleİletişim: selam@sifirdanglobale.com

Hazelcast delivers the in-memory computing platform that empowers Global 2000 enterprises to achieve ultra-fast application performance - at any scale. Built for low-latency data processing, Hazelcast's cloud-native in-memory data store and event stream processing software technologies are trusted by leading companies such as JPMorgan Chase, Charter Communications, Ellie Mae and National Australia Bank to accelerate data-centric applications. On this weeks episode of the Product Launch podcast, Sean and David cover  Why industry subject matter expertise matters and how it differentiate you as a product professional The advantages of building a product for yourself  How to keep your industry subject matter expertise to be better product professional Going from a siloed world of being an individual contributor to more of a leadership role for the organization and various functional groups Why product professionals need to maintain a healthy network of industry professionals Getting to know your customers personally so they will feel comfortable opening up to you so you can help them Resources: Flash Boys, by Michael Lewis - https://www.goodreads.com/book/show/24724602-flash-boys Automate This, by Christopher Steiner - https://www.goodreads.com/book/show/13542772-automate-this Competing Against Luck, by Clayton M. Christensen - https://www.goodreads.com/book/show/28820024-competing-against-luck Playing to Win, by A.G. Lafley - https://www.goodreads.com/book/show/13586928-playing-to-win How to Lead in Product Management, by Roman Pichler - https://www.goodreads.com/book/show/13586928-playing-to-win Hazelcast Websites - hazelcast.org , hazelcast.com Connecting with David: Connect with David on Twitter - https://twitter.com/dbrimley?lang=en

There are so many keys to success when you’re building a business online. So many that no one even knows where to begin and some of them even contradict each other! If people in the fitness industry differ with loving and hating carbs (with others not even caring at all), it’s the same thing with business. In this episode, James and Dean help you zoom out and look at how all the pieces fit together. You’ll be surprised to know that the path to get results are the same fundamental things you’ve learned!   “Simplicity is the ultimate sophistication.” – James P. Friel   Outline of This Episode   - [05:10] The value of the fundamentals   - [14:07] Being clear on who you want to serve    - [31:40] Helping people make decisions    - [45:23] A market to message match and market into message mismatch    - [47:55] Generating traffic and setting up affiliate networks   Cut Away the Noise The late basketball coach John Wooden stresses fundamentals, even to the degree of putting your socks on! If you get blisters because you put your socks on wrong, you’re not going to be at your best. For your business, be a master of the simple things first!   Understand Who You Want to Sell To How old are they? What do they do? Know the needs of the people you want to serve and figure out how they would feel good about buying from you.   Solve People’s Problems When your offer is good enough that it meets the need your prospect has, there is very little selling involved. A person who accidentally ate a spicy pepper needs no sales talk for cold water!   Resources & People Mentioned   - John Wooden (Former UCLA Coach) - https://en.wikipedia.org/wiki/John_Wooden   - Competing Against Luck - https://www.amazon.com/Competing-Against-Luck-Innovation-Customer/dp/0062435612   - Clayton Christiansen - https://en.wikipedia.org/wiki/Clayton_Christensen   Music for “Just The Tips” is titled, “Happy Happy Game Show” by Kevin MacLeod (http://incompetech.com) Licensed under Creative Commons: By Attribution 3.0 License   Interested in being a guest on the show? Visit us at https://justthetipsshow.com/apply-as-guest/   Connect with James and Dean   James P. Friel:    - CEO Quickstart: https://jamespfriel.com/ceo-quickstart/   - Facebook Group (The Hustle Detox): https://www.facebook.com/groups/hustledetox/   - Facebook Group (BulletProof Business): https://www.facebook.com/groups/1107362546297055/   - Site: www.jamespfriel.com   Dean Holland:   - Blog: www.DeanHolland.com   - FB Page: https://www.facebook.com/DeanHollandHQ   - Billion Dollar Project: https://www.facebook.com/groups/BillionDollarProject/   JTT Facebook Page - https://www.facebook.com/justthetipsshow/

Many companies see innovation as their key driving force, but some have chosen the wrong direction or have put their efforts in the wrong place to achieve this. As a result, innovation has been almost reduced to simply a game of chance. However, this book, Competing Against Luck, answers the question of where exactly to look for innovation opportunities. Giving a hint to what the book is about through its title. As a result of 20 years of refinement, this team, consisting of the foremost authorities on innovation and growth, have introduced the theory of “Jobs to Be Done” as the core concept in Competing Against Luck. How should we then understand the theory of “Jobs to Be Done”? As Harvard marketing professor Ted Levitt once put it: “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.” Customers buy a product not necessarily to own it but to “hire” it to complete “Jobs to Be Done”. Therefore, from a jobs perspective, we’ll be able to find innovation opportunities for our companies. 

“After I finished business school I moved to Chile — with no Spanish or job. It was the best decision I have ever made.” Taddy Hall Living by the adage “Fortune favors the bold” Taddy has been making entrepreneurs in Latin America and around the world smile and think for the past 20 years.  Many in Latin America know Taddy as a tireless mentor and Senior Advisor for Endeavor, a network of 2000+ high-impact chief executives in emerging markets.  His day job is a Senior Partner, Innovation at Lippincott.Taddy is a frequent speaker and author, his articles have appeared in Harvard Business Review, The Wall Street Journal, Ad Age, Huffington Post, and Time Magazine. Taddy also co-authored The Online Advertising Playbook and the best-selling  “Competing Against Luck”.  In the tech world Juan Pablo is known as one of the partners of Patagon.com, one of the first on-line banks that was bought by Banco Santander for more than US$700 million. Juan Pablo has co-founded Idea.me, Lab Miami, Lab Ventures & Wonder (purchased in 2020 by Atari). He also publishes a widely read column on the TecnoLatino https://latamlist.com/author/jpcappello/ and continues advising entrepreneurs in the region from PAGLaw https://www.pag.lawThe podcast “Aqui & Ahora” asks: What are the leaders of the TecnoLatino doing “here & now”? How are they facing the changes and challenges we are living? “Aqui & Ahora” offers tips for entrepreneurs, investors and supporters of the TecnoLatino.Sponsored by PAGLaw

Suntans and sunburns aside, Derrick’s winter escape to Mexico provided meaningful ideas and perspective on StaticKit. By reading, Competing Against Luck (https://www.amazon.com/Competing-Against-Luck-Innovation-Customer/dp/0062435612), Derrick’s goal is to be innovative and gain traction in product/market fit by asking customers the right questions and identifying jobs to be done. Ben recommends reading, Schlep Blindness (http://paulgraham.com/schlep.html) by Paul Graham. It describes how startup ideas remain a painful process instead of a phenomenon. Also, Ben announced that Tuple wants to hire a part-time remote developer with Mac iOS and C++ experience. Recently, Ben realized that writing is better than talking when it comes to business communication and conversations.

http://www.LloydMarketingGroup.com Lisa Lloyd is a highly successful entrepreneur, inventor, and patent holder who has licensed each of her seven patents. Her products can be found in stores globally licensed by brands like Scunci®, Vidal Sassoon®, Goody® and Suave®. She also has a long history of helping inventors bring their products to market. After the success of her first licensed product, a hair accessory called the French Twister, Lisa cofounded the Inventors Association of Arizona with her mother, which is still thriving today! Due to her organization's success, she was invited to share her secrets with the United Inventors Association and also became its president. Stephen interviews Lisa about her experience licensing her ideas for products, including how easy it was to get into companies looking for ideas. Lisa explains how she got in touch with companies looking for ideas (this was before the Internet) and that these companies treated her well. Over the years, Lisa has been very successful at getting national media attention for her products, including getting on Dr. Phil, the Big Idea with Donny Deutsch show, and the first season of ABC's Shark Tank, where she received three offers. Stephen has known Lisa for 25 years and brought her on inventRightTV to discuss how to invent. Even professional inventors struggle to answer this question! What's the process? How do you do it? Lisa has been researching the best practices of innovation and inventing, learning as much as she can about how leading innovators innovate and ideate. She's taken what she's learned from Fortune 500 companies and brought it to the level of the independent inventor, so they can use the same principles. Lisa explains that the reason why companies are not licensing more products is because the ideas they receive are not solutions to problems that will sell. If your solution is not dramatically better enough, it won't net profit for the company. That's the only way to get consumers to switch to something new. You know you've hit it when you get a "Wow!" "Competing Against Luck" — https://www.amazon.com/Competing-Against-Luck-Innovation-Customer/dp/B01IIGPYGC/ Bringing an invention to market? Let inventRight, the world's leading experts on product licensing, show you how. Cofounded by Stephen Key and Andrew Krauss in 1999, inventRight has since helped people from more than 60 countries license their ideas for products. Visit http://www.inventright.com for more information and to become their student. Call #1-800-701-7993 to set up an appointment with Andrew or another member of the inventRight team to discuss how we can help you license your ideas. New to licensing? Read inventRight cofounder Stephen Key's bestselling book “One Simple Idea: Turn Your Dreams Into a Licensing Goldmine While Letting Others Do the Work.” Find it here: http://amzn.to/1LGotjB. Want to learn how to license your product ideas without a patent? Stephen's book “Sell Your Ideas With or Without a Patent” explains exactly how. Find it here: http://amzn.to/1T1dOU2. Hell-bent on becoming a professional inventor? Read Stephen's new book "Become a Professional Inventor: The Insider's Guide to Companies Looking For Ideas": https://www.amazon.com/gp/product/1653786256/ inventRight, LLC. is not a law firm and does not provide legal, patent, trademark, or copyright advice. Please exercise caution when evaluating any information, including but not limited to business opportunities; links to news stories; links to services, products, or other websites. No endorsements are issued by inventRight, LLC., expressed or implied. Depiction of any trademarks/logos does not represent endorsement of inventRight, LLC, its services, or products by the trademark owner. All trademarks are registered trademarks of their respective companies.

On this week’s episode, I’m delighted to be joined by Rich Alton the Director of emerging research at the Clayton Christensen Institute. Harvard Business School Professor Christensen, who sadly passed away only last week, is recognised as one of the world’s leading thinkers in terms of disruption and the Institute that bears his name is dedicated to improving the world through disruptive innovation. On today’s Success iD episode Rich and I explore the fascinating theme of Disruption as Success.I'm very grateful to Todd Kohlhepp from Stern Strategy for his help in organising this podcast. You can find out more about Rich's work on disruption via his latest paper via the link below: The Race for Autonomous Ride-Hailing: Developing a Strategy for Success, which provides some more examples to support the ideas discussed in the episode. I personally love the idea of the ‘Jobs to Be Done’ Theory. This page on CCI’s website gives a nice overview of what it means and there’s also a book out on the topic Competing Against Luck, authored by Dr. Christensen and several of his colleagues.

- Saudi-Arabien hinter Hack von Jeff Bezos' iPhone? https://www.theguardian.com/technology/2020/jan/21/amazon-boss-jeff-bezoss-phone-hacked-by-saudi-crown-prince https://www.nytimes.com/2020/01/22/technology/jeff-bezos-hack-iphone.html https://www.nytimes.com/2020/01/23/technology/jeff-bezos-tabloids.html - Clearview mit flächendeckender Facial-Recognition: Ermöglicht durch Wettbewerbsregulierung und Privacy im Konflikt mit Wettbewerb? https://www.wired.com/story/clearview-ai-scraping-web/ - Google: Keine Unterstützung von Third-Party Cookies https://www.thedrum.com/news/2020/01/15/google-chrome-crumbles-the-third-party-cookie-whats-next-adtech Privacy: Warum Facial-Recognition-Verbote nicht die Lösung sind https://www.nytimes.com/2020/01/20/opinion/facial-recognition-ban-privacy.html - Google-Redesign: Dark Patterns zur Steigerung der Profitabilität? https://techcrunch.com/2020/01/23/squint-and-youll-click-it/ https://techcrunch.com/2020/01/23/some-tech-i-loved-is-getting-worse-and-im-mad/ https://techcrunch.com/2020/01/24/google-backtracks-on-search-results-design/ - Apple: Entscheid gegen Encryption https://www.reuters.com/article/us-apple-fbi-icloud-exclusive-idUSKBN1ZK1CT https://techcrunch.com/2020/01/22/should-tech-giants-slam-the-encryption-door-on-the-government/ https://daringfireball.net/2020/01/reuters_report_on_apple_dropping_plan_for_encrypted_icloud_backups - N26 mit 5 Millionen Kunden - und deutschem Neid https://www.businessinsider.de/wirtschaft/finanzen/n26-hat-jetzt-5-millionen-kunden-das-steile-wachstum-wirf-jedoch-fragen-zur-statistik-auf/ - Babylon-Health: AI-unterstütztes Gesundheitssystem in UK https://techcrunch.com/2020/01/22/babylon-health-is-building-an-integrated-ai-based-health-app-to-serve-a-city-of-300k-in-england/ - Wirtschafts-Vordenker Clayton Christensen verstorben https://hbr.org/2020/01/clayton-christensen-the-gentle-giant-of-innovation - 23andMe mit Entlassungen https://www.technologyreview.com/f/615088/is-the-consumer-genetics-fad-over/ https://www.cnbc.com/2020/01/23/23andme-lays-off-100-people-ceo-anne-wojcicki-explains-why.html - Buchtipps: Innovator's Dilemma https://www.amazon.de/Innovator%C2%92s-Dilemma-Technologies-Management-Innovation/dp/1633691780/ Innovator's Solution https://www.amazon.de/Innovators-Solution-Creating-Sustaining-Successful/dp/1422196577 Innovator's Prescription https://www.amazon.de/Innovators-Prescription-Disruptive-Solution-Health/dp/0071592083/ Competing Against Luck https://www.amazon.de/Competing-Against-Luck-Innovation-Customer/dp/0062565230/ Many thanks for the music by Lee Rosevere https://freemusicarchive.org/music/Lee_Rosevere/Music_For_Podcasts_5/Lee_Rosevere_-_Music_For_Podcasts_5_-_05_Start_the_Day

Did you resolve to read more in 2020? We've got you covered.Chris Cooper reads for at least an hour every day—often via audiobooks on Audible—and in this special, extra episode of Two-Brain Radio, he shares highlights from his bookshelf in 2019.He shares summaries of his favorites and honorable mentions—as well as some that he didn't like, but you might—and which phases of entrepreneurship the books are best suited for. Links:View full reading list here. Contact: chris@twobrainbusiness.comTimeline:2:00 – Top tips for buying and learning from books.4:08 – “This Is Marketing,” Seth Godin4:54 – “Scaling Up,” Verne Harnish5:27 – “Never Lose a Customer Again,” Joey Coleman6:09 – “Leadershift,” John Maxwell7:25 – “The Courage to Be Disliked,” Ichiro Kishimi8:07 – “Never Split the Difference: Negotiating as if Your Life Depended on it,” Chris Voss9:12 – “Clockwork,” Mike Michalowicz10:30 – “Rebook,” Jerry Colonna11:37 – “The Alter Ego Effect,” Todd Herman12:54 – “12 Rules for Life,” Jordan Peterson14:10 – “Turning the Flywheel,” Jim Collins14:58 – “Atomic Habits,” James Clear15:28 – “Turn the Ship Around,” David Marquet16:07 – “The Like Switch,” Jack Schafer16:30 – “Principles,” Ray Dalio17:10 – “This I Know,” Terry O’Reilly17:40 – “Building a Storybrand,” Donald Miller 18:20 – “Simple Numbers,” Greg Crabtree18:56 – “Vivid Vision,” Cameron Herold19:39 – “Can’t Hurt Me,” David Goggins20:04 – “The Zappos Experience,” Joseph A. Michelli20:59 – “Founder, Farmer, Tinker, Thief,” Chris Cooper22:06 – “Who Do You Want Your Customers to Become,” Michael Schrage22:48 – “Competing Against Luck,” Clayton Christensen23:42 – “Abundance,” Peter Diamandis23:57 – “Contagious,” Jonah Berger24:29 – “The Infinite Game,” Simon Sinek25:45 – “The Culture Code,” Daniel Coyle26:49 – “Resilience,” Eric Greitens

Karen Dillon (@kardillon) is the former editor of Harvard Business Review magazine and co-author of the three books with Clayton Christensen, including the forthcoming The Prosperity Paradox: How Innovation Can Lift Nations Out of Poverty and bestsellers Competing Against Luck: the Story of Innovation and Customer Choice and How Will You Measure Your Life? She is also the author of The Harvard Business Review Guide to Office Politics.To listen to the entire episode, visit:https://disruptors.fm/92-education-isolationism-and-power-of-clayton-christensens-market-creating-innovations-karen-dillon/

Live from New York, it's Keiran King & Tyson Gach! They join Kyle to discuss designing apples, comparing and contrasting jobs-to-be-done to other frameworks, and defining 'customer success'.Jobs-to-be-done Workshop ReplaySolving Real Problems With Design- Keiran KingWhen Coffee and Kale Compete- Alan KlementCompeting Against Luck- Clayton M. ChristensenShape Up- Ryan SingerKeiran on TwitterTyson on Twitter

When Drew Houston founded Dropbox, he knew he faced some fierce competition (hello, Google, Apple and Microsoft). But he didn’t back down. Why? Because he believed in his product, and he knew he had an advantage those big, cumbersome competitors could never exploit: Dropbox was lean, focused and fast. Hear how he outmaneuvered the big guys – and what's next for Dropbox. Cameo appearances: Mark Pincus of Zynga, Shellye Archambeau of MetricStream.Music: "Exciting Trailer" by Kevin MacLeod, licensed under a Creative Commons Attribution license.Books mentioned in this episode:Competing Against Luck, by Clay Christensen and Karen DillonThe Effective Executive, by Peter DruckerThe Hard Thing About Hard Things, by Ben HorowitzBecoming Steve Jobs, by Brent Schlender and Rick TetzeliHard Drive: Bill Gates and the Making of the Microsoft Empire, by James Wallace and Jim EricksonFounders at Work, by Jessica LivingstonHigh Output Management, by Andy Grove

This week on Art of the Kickstart we spoke to David Majeski, co-founder of Brightloc, a 2-in-1 bike lock and light system. Tune in to hear the story of how he was inspired to create the Brightloc, the product development process he went through, and how he ultimately launched it through a Kickstarter campaign. Topics Discussed and Key Crowdfunding Takeaways How to decide what features to include when building your product How combining form with function can be tricky when developing a new product Tips for turning an idea into a product ready for a Kickstarter campaign What to look for in a crowdfunding marketing agency Why understanding your customers is key Links Brightloc on Kickstarter brightloc.com Competing Against Luck by Clayton Christensen Cerity.com Sponsors Art of the Kickstart is honored to be sponsored by The Gadget Flow, a product discovery platform that helps you discover, save, and buy awesome products. The Gadget Flow is the ultimate buyer's guide for cool luxury gadgets and creative gifts. Click here to learn more and list your product - use coupon code ATOKK16 for 20% off!   Transcript

Ben & Jay have the unique pleasure of speaking with Karen Dillon, NYT best-selling author and former editor of the Harvard Business Review, about her being in “the front seat of the Clay Christensen experience” through years of collaboration with Clay and some of their incredible colleagues.  Karen may refer to herself as “semi-retired”, but she sounds pretty busy and is having great impact on the world as a co-author of The Prosperity Paradox with Clay and Efosa Ojomo (featured in Episode 40), and as Editorial Director of BanyanGlobal Family Business Advisors.  In addition to talking about The Prosperity Paradox, Karen provides a master class on writing, reflects on her collaboration with Clay and James Allworth on How Will You Measure Your Life, and what it was like to work with Bob Moesta on Competing Against Luck.  Take a “time dash” with the Sherpas and Karen to hear how Clay's theories have evolved – and how they can impact an individual on a personal basis.@KarDillon #ProsperityParadox @CompetingvsLuck #HowWillYouMeasureYourLife@claychristensen @jamesallworth @EfosaOjomo @bmoestaStick around past the closing music for an outtake on how Twitter fulfills a Job to be Done for Karen and Jay.Medium - Why I Hired Twitter - A Sherpa's Guide to Innovation is a proud member of the Health Podcast Network @HealthPodNet -Support the show (https://healthpodcastnetwork.com/)

The Disruptive Voice hits the road, heading to BlackDuck by Synopsys headquarters in Burlington, MA. We sit down with Lou Shipley (CEO), Patrick Carey (Director of Product Marketing), and Tim Kenny (VP of Culture) to hear how Competing Against Luck became a company staple, and how BlackDuck created their own Jobs to Be Done culture -- complete with war room! 

Panel: Charles Max Wood Shai Reznik Joe Eames Special Guests: Juri Strumpflohner In this episode, the JavaScript Jabber panelists discuss Angular libraries with Juri Strumpflohner. Juri is a software developer that previously has done a lot of full-stack development with JavaScript and Angular.js on the front-end and C# and Java on the back-end. More recently, he has begun to focus more on the front-end with Angular development as a freelance developer and has created training courses on Egghead. They talk about what an Angular library is, how you can create an Angular Package Format, and much more! In particular, we dive pretty deep on: Juri intro Create and publish Angular libs like a Pro- Juri’s NG-BE Talk What are Angular libraries? How do Angular libraries connect to Angular? Angular modules Open source as the main use case CSS and Sass Have to follow a certain series of steps to build your libraries WebPack Plunker Server-side rendering Tree shaking things that aren’t used on your library Angular Package Format Component library Secondary entry points How do you go about making a package like this? TypeScript Modules Now have built-in support of Angular libraries ng-packagr And much, much more! Links: JavaScript Angular.js Egghead Juri’s Egghead Courses Create and publish Angular libs like a Pro Angular modules Sass WebPack Plunker TypeScript Modules ng-packagr @juristr juristr.com Juri’s GitHub Sponsors Linode Angular Boot Camp FreshBooks Picks: Charles FullContact Set Appointments on Google Calendar Shai Competing Against Luck by Clayton M. Christensen His Blog Post Joe Unit Testing in Angular PluralSight Course Prettier Juri ngx-tabs-libdemo ngx-formly Juri’s Egghead Courses

Panel: Charles Max Wood Shai Reznik Joe Eames Special Guests: Juri Strumpflohner In this episode, the JavaScript Jabber panelists discuss Angular libraries with Juri Strumpflohner. Juri is a software developer that previously has done a lot of full-stack development with JavaScript and Angular.js on the front-end and C# and Java on the back-end. More recently, he has begun to focus more on the front-end with Angular development as a freelance developer and has created training courses on Egghead. They talk about what an Angular library is, how you can create an Angular Package Format, and much more! In particular, we dive pretty deep on: Juri intro Create and publish Angular libs like a Pro- Juri’s NG-BE Talk What are Angular libraries? How do Angular libraries connect to Angular? Angular modules Open source as the main use case CSS and Sass Have to follow a certain series of steps to build your libraries WebPack Plunker Server-side rendering Tree shaking things that aren’t used on your library Angular Package Format Component library Secondary entry points How do you go about making a package like this? TypeScript Modules Now have built-in support of Angular libraries ng-packagr And much, much more! Links: JavaScript Angular.js Egghead Juri’s Egghead Courses Create and publish Angular libs like a Pro Angular modules Sass WebPack Plunker TypeScript Modules ng-packagr @juristr juristr.com Juri’s GitHub Sponsors Linode Angular Boot Camp FreshBooks Picks: Charles FullContact Set Appointments on Google Calendar Shai Competing Against Luck by Clayton M. Christensen His Blog Post Joe Unit Testing in Angular PluralSight Course Prettier Juri ngx-tabs-libdemo ngx-formly Juri’s Egghead Courses

Panel: Charles Max Wood Shai Reznik Joe Eames Special Guests: Juri Strumpflohner In this episode, the JavaScript Jabber panelists discuss Angular libraries with Juri Strumpflohner. Juri is a software developer that previously has done a lot of full-stack development with JavaScript and Angular.js on the front-end and C# and Java on the back-end. More recently, he has begun to focus more on the front-end with Angular development as a freelance developer and has created training courses on Egghead. They talk about what an Angular library is, how you can create an Angular Package Format, and much more! In particular, we dive pretty deep on: Juri intro Create and publish Angular libs like a Pro- Juri’s NG-BE Talk What are Angular libraries? How do Angular libraries connect to Angular? Angular modules Open source as the main use case CSS and Sass Have to follow a certain series of steps to build your libraries WebPack Plunker Server-side rendering Tree shaking things that aren’t used on your library Angular Package Format Component library Secondary entry points How do you go about making a package like this? TypeScript Modules Now have built-in support of Angular libraries ng-packagr And much, much more! Links: JavaScript Angular.js Egghead Juri’s Egghead Courses Create and publish Angular libs like a Pro Angular modules Sass WebPack Plunker TypeScript Modules ng-packagr @juristr juristr.com Juri’s GitHub Sponsors Linode Angular Boot Camp FreshBooks Picks: Charles FullContact Set Appointments on Google Calendar Shai Competing Against Luck by Clayton M. Christensen His Blog Post Joe Unit Testing in Angular PluralSight Course Prettier Juri ngx-tabs-libdemo ngx-formly Juri’s Egghead Courses

with Clayton Christensen, Marc Andreessen, and Steven Levy In business, mistakes of omission may be just as bad as (if not worse than) mistakes of commission -- simply because of the loss in potential upside: new companies, new products, new opportunities for growth. Or even in the ability to respond to the disruption coming to one's industry and company... if it hasn't already. Sometimes, and in certain industries (such as hospitality and education), it just takes longer to pull off. But it's not like people and companies are dumbly sitting around waiting for disruption to happen. In fact, having read the book on disruption for years -- 20 years, to be precise, given the anniversary of The Innovator's Dilemma this year -- many smart business leaders know it could happen, yet fully determine that it's not going to happen to them... and then, of course, it still happens, observes a16z's Marc Andreessen. Why? Part of the answer, shares father of disruption theory and Harvard Business School professor Clayton Christensen, is they don't have a common language, logic, architecture, way to frame the problem. And that's where other theories and frameworks -- like jobs-to-be-done and modularity -- come in. A theory, after all, though never perfect can help. So in this episode of the podcast -- from our inaugural a16z Summit event -- Christensen and Andreessen (in conversation with longtime tech writer and Backchannel editor-in-chief Steven Levy) share their thoughts for how such theories can play out practically in both managing business, and managing priorities in life.

In this Topical Zoom episode, I speak with Karen Dillon, former editor of Harvard Business Review, Inc. Magazine, co-author of Wall Street Journal best-seller Competing Against Luck with Clayton Christensen about applying Jobs To Be Done for a great career. Who is Karen Dillon? Karen Dillon is the Co-author of Wall Street Journal best-seller Competing […]The post DYT 113: Great Career is Better than Good Resume | Karen Dillon appeared first on .

In this Topical Zoom episode, I speak with Karen Dillon, former editor of Harvard Business Review, Inc. Magazine, co-author of Wall Street Journal best-seller Competing Against Luck with Clayton Christensen about Product Strategy and Jobs To Be Done. Who is Karen Dillon? Karen Dillon is the Co-author of Wall Street Journal best-seller Competing Against Luck: […]The post DYT 112: Choices You Make and Product Strategy | Karen Dillon appeared first on .

Karen Dillon, one of the authors from the book “Competing against Luck” joined us in a conversation to discuss the “jobs to be done” framework and why it is important about customer choice and innovation in disruption theory. She also discussed how organizations can be jobs focused and how companies should be listening to their The post Episode 184: Competing Against Luck with Karen Dillon appeared first on Analyse Asia.

This week we’re switching things up and launching our first Tools You Can Use episode. We’ve been trying to think of an efficient way to respond to the questions that have been coming in from listeners - and thought we would try this on for size.   The most common question we’ve been asked is “how do you even get started?  I’m committed to a cause but not sure where to begin.” There are so many ways to begin, but here are three quick steps that come to mind: Step 1: I’d read  “It’s not what you sell, it’s what you stand for” by Roy Spence.   Roy does a great job of speaking to “how to fall in love with the problem” and letting that drive the arenas in which you innovate.  If you’re an organization that’s been around for awhile, it will help you return to that original problem and help inspire the next innovation.  If you’re a new organization, it will help you get off on the right foot. Step 2:  Read “Jobs to be done: A Roadmap for Customer-Centered Innovation” by Stephen Wunker, Jessica Wattman and David Farber. This is a great tool and roadmap for understanding the jobs your customers need help with.  It’s outcome based innovation at its best and a staple on my bookshelf.  If you want to start with the originator of this methodology, Read  “Jobs to be Done: Theory to Practice” by Anthony Ulwick.  If you want to read the person who popularized the movement, read “Competing Against Luck” by Clay Christiensen.  Christiansen’s Milkshake story remains one of my favorite.  Who would have thought that 40% of all Milkshakes are purchased in the early morning?  Why people purchase them is what’s totally fascinating. Step 3: Catch “The Lean Startup” by Eric Ries.  Eric started the Minimally Viable Product movement and his book does a great job of how to test your ideas in the real world before leaving your day job.  It’s straight-forward, practical, and... a little in your face.  Super practical, however, and the final step to engage in after you’ve identified your problem and the jobs your customers want to be done. Next question:  “If I wanted a sense of what a start-up might look like…and the things I might expect - what should I read? We’ve got two books for you: 1) "The Hard Thing about Hard Things” by Ben Horowitz.  It reads like a compendium of blog posts, but Ben doesn’t pull any punches and talks about the stark world of leadership and what it can entail. Besides, any book that starts every chapter with quotes from 90s hip-hop has to be awesome. 2) “The Everything Store” by Brad Stone.  This is Amazon’s story and Brad does a great job of speaking truth about what it takes to succeed.  I think most social innovators believe that the reason for their existence should be enough for people to get excited about their product or service.  While Amazon may not be a social enterprise in the traditional sense, this story will give you a sense of what it takes to make a big impact.   Next Question: “Any recommendations on how to get “unstuck?”  I’m stuck in a job that I don’t find fulfilling and want to get started on something more meaningful. Love this question, but I also understand the overwhelming feeling being stuck can create inside one’s self…. and the unshakable fear…. that the clouds of malaise may never lift.   I think my single favorite book on this subject is “Let Your Life Speak,” by Parker Palmer.  With a wisdom that can only come from experience, Palmer speaks with a raw authenticity that is rare and of profound service to its reader.  It’s a short book, but don’t let that fool you.  Hal Cato mentioned this on his episode - so we know it's a winner! The other book that’s been helpful to me in this regard is “Pivot” by Jenny Blake.  Jenny started up Google’s internal global coaching practice and has a ton of very practical tips on how to make your next pivot.  Whether it's considering financial implications, honing your ideas, or teaming up with a mentor - Jenny does a good job of covering the bases.  She also has a great Podcast - with episodes you can pick and choose from based on your immediate questions.   Next Question:  What is your favorite tool these days? SO MANY TO CHOOSE FROM!  Lately, I've been really impressed with the suite of software that Adobe has been generating.  Right now I’m diving head first into Adobe Illustrator.  I always thought that the tool was too complicated for novices like myself, but my tip is to download the application - which you can get pretty reasonable on a subscription basis - and then head over to Adobe Stock where you can search for infographic templates.  When I’m pulling together presentations, I’ll purchase a template that is closest to what I’m trying to portray and then edit it directly in illustrator without having to start from scratch.  If I run into trouble, there are a ton of quality YouTube videos on any feature you want to learn more about.  There is a learning curve, but you’ll start to get professional-grade presentations which help set your story apart. Final Question:  What’s one efficiency trick you can share? In the end, life is all about prioritization...but if I have to pick an efficiency trick lately...it would be maximizing your audio time.  If I’m running, driving, or in an airport, I’m almost always listening to a book or podcast.  The combination of exercising and listening to a book always generates new ideas for me and helps produce practical improvements I can usually apply to what I’m working on.  Leveraging audiobooks in contexts where I’m waiting around for one reason or another helped me finish an extra five or six books last year. The other two big life hacks I’m a fan of are sleep and meditation - but we can cover those on a future episode! If you’d like more tips and tricks on a regular basis, join our email list at twogoldenfish.com. Just click on “Join The Tribe” when you hit the website.  We’ve got a pithy newsletter that goes out every two weeks and includes a number of things on what we’re reading, doing, and listening to. Be sure to check it out.

Bob Moesta, current President and Cofounder of The ReWired Group, created the Jobs To Be Done Theory along with Harvard Business School Professor Clayton Christensen. The theory has successfully helped Moesta start, build, and sell several startups and launch over 3,500 products over the years. It is the main method used in his current occupation which helps business owners reevaluate their companies and drives them to really understand their customer to be a more profitable and valuable company. If you listen, you will learn: What businesses are mistakenly doing that cost them customers and sales How to use the Jobs To Be Done Theory to reevaluate your company How to define progress and what that looks like to you What causes people to make progress How to frame your product or service as a solution to your customer How context can create value The Backstory and Theory From an early age, Bob Moesta always had a notion of questioning and wanting to know how things work. He always took apart things and put them back together. Because of his dyslexia, it made it hard for him to read and write but he learned by questioning and listening. He took this way of learning and his knack for product development and created the Jobs to Be Done Theory which is described in the book “Competing Against Luck” written by Clay Christiansen. “People don't buy products or services, they hire them to do a job in their life,” Moesta explains in the podcast. When you ask people what they want out of a product or service, they usually have no clue. They know what their desired outcome is which is what a company must understand to be able to sell to them. Moesta goes into a business and intently interviews new, current, or previous customers about the company's product or service. His goal is to find out what actually made them switch to or away from the product. What caused them to buy or choose a different product? What was their struggling moment that caused them to make progress? The Jobs to Be Done framework allows you to see the struggling moment leading to the customer's purchase. Putting Theory into Practice After multiple customer interviews, business owners should be able to have an idea of what they should be focusing their business or messaging on. Some businesses need to completely reevaluate how they bring their products or services to market and may have to change their focus entirely. “You can sit in a conference room all day and guess what people will say,” says Moesta. Actually understanding why a customer purchases your product or service will help you position the product in a way that makes the consumer see you as a solution rather than just another product. “The moment that a customer or consumer struggles, they care about something and want something better. The more you find struggling moments and understand the progress they want to make, then you can design better products,” says Moesta.  You have to understand what causes people to value something over something else. This knowledge will not only make better products and drive revenue, but can help cut costs of marketing to the wrong people or in the wrong way. Value & Progress Bob's main reason for doing what he does it to ultimately create value for companies. Bob and his team help businesses grow by understanding what their customers need in order to progress into a sale. The customer interviews conducted may result in a company having to change their offeri

Bob Moesta, current President and Cofounder of The ReWired Group, created the Jobs To Be Done Theory along with Harvard Business School Professor Clayton Christensen. The theory has successfully helped Moesta start, build, and sell several startups and launch over 3,500 products over the years. It is the main method used in his current occupation which helps business owners reevaluate their companies and drives them to really understand their customer to be a more profitable and valuable company. If you listen, you will learn: What businesses are mistakenly doing that cost them customers and sales How to use the Jobs To Be Done Theory to reevaluate your company How to define progress and what that looks like to you What causes people to make progress How to frame your product or service as a solution to your customer How context can create value The Backstory and Theory From an early age, Bob Moesta always had a notion of questioning and wanting to know how things work. He always took apart things and put them back together. Because of his dyslexia, it made it hard for him to read and write but he learned by questioning and listening. He took this way of learning and his knack for product development and created the Jobs to Be Done Theory which is described in the book “Competing Against Luck” written by Clay Christiansen. “People don’t buy products or services, they hire them to do a job in their life,” Moesta explains in the podcast. When you ask people what they want out of a product or service, they usually have no clue. They know what their desired outcome is which is what a company must understand to be able to sell to them. Moesta goes into a business and intently interviews new, current, or previous customers about the company’s product or service. His goal is to find out what actually made them switch to or away from the product. What caused them to buy or choose a different product? What was their struggling moment that caused them to make progress? The Jobs to Be Done framework allows you to see the struggling moment leading to the customer’s purchase. Putting Theory into Practice After multiple customer interviews, business owners should be able to have an idea of what they should be focusing their business or messaging on. Some businesses need to completely reevaluate how they bring their products or services to market and may have to change their focus entirely. “You can sit in a conference room all day and guess what people will say,” says Moesta. Actually understanding why a customer purchases your product or service will help you position the product in a way that makes the consumer see you as a solution rather than just another product. “The moment that a customer or consumer struggles, they care about something and want something better. The more you find struggling moments and understand the progress they want to make, then you can design better products,” says Moesta.  You have to understand what causes people to value something over something else. This knowledge will not only make better products and drive revenue, but can help cut costs of marketing to the wrong people or in the wrong way. Value & Progress Bob’s main reason for doing what he does it to ultimately create value for companies. Bob and his team help businesses grow by understanding what their customers need in order to progress into a sale. The customer interviews conducted may result in a company having to change their offeri

  The business professor and consultant, Clayton Christensen, first coined the term ‘disruptive innovation' and now extends that concept to frame the theory of ‘jobs to be done' to describe a product and its benefit to customers.  Karen Dillon, a protégé, and co-author his latest book, ‘Competing Against Luck' describes in this podcast.

成功創新的關鍵是釐清顧客花錢是為了請你幫他們完成什麼任務。

成功創新的關鍵是釐清顧客花錢是為了請你幫他們完成什麼任務。

If you think that innovation is derived from a deep understanding of your customer, think again. In Clayton Christiansen’s new book – Competing Against Luck – he tackles the long held belief that innovation comes from understanding the customer. But based on his research, that thinking is wrong! His theory is that real innovation comes... Listen to episode

They're back! Reda and Kyle team up for a new season of Tentative. In this episode we discuss the thought process, tools, and execution plan for goals and resolutions in the new year. Plus, books for Reda to read over the coming year, and the importance of reading not only as a designer but also as a person. Gina Bolton’s V2MOM Getting Things Done Moonwalking with Einstein Kindle Competing Against Luck- Clayton Christiansen Kale and Coffee Compete- Alan Klement Making Sense of Color Management- Craig Hockenberry Creativity Inc. Thinking Fast and Slow

Our Guest Julia Kaplan brings more than 20 years of leadership experience in product development, delivery and innovation. She is responsible for driving ThredUP product and user experience. She started her career as a software engineer in financial services and then moved on to work in technology for companies in healthcare, e-commerce, advertising, and media. Prior to joining thredUP, Julia held product leadership roles at @WalmartLabs, Kosmix, and Yahoo! Julia earned an undergraduate degree in Computer Science from University of California, Berkeley and an MBA from INSEAD in Fontainebleau, France. Here are the highlights of our conversation with our guest: Julia was born and raised in Eastern Europe and it took three months for her family to move to the US before collapse of Soviet Union in 1989. She shares how she did not speak a word of English when she arrived, how she worked to put herself through college, choosing Berkeley on price, how the educational system differs in the West and how, through it all, everything was still a rewarding experience. While she worked as a software engineer, Julia became interested in venture capitalism so she set her sights on entrepreneurial strategy and finance after school. Despite this, she ended up enrolling in product management, which she did not regret. Julia’s journey started with Visa followed by becoming a certified trainer for Microsoft where she taught people who wanted to learn web development when it was very new before. She then worked with Ford where she got exposed to product management. This is where she got the bug and decided to pursue her MBA. After business school, she came back to California to work for Visa as a contractor and in Yahoo where she took care of the platform side and eventually moved to the media side during the latter years. She joined Kosmix in 2010 where her team became WalmartLabs when it was acquired. Her core responsibilities as a VP of Product at ThredUP involves managing a small but dynamic team. Their tasks revolve around product culture and they maintain a very strong discipline around user research and user testing. They reiterate a lot and are pursuing the mobile first approach in line with their focus on amazing customer experience mainly through product findability. Julia gives us examples to show how her team uses research, user testing and iteration on one of their two-week engineering sprints. She shares take aways, challenges and unexpected surprises which can arise from this cycle. We learn about the key things that happened when they transitioned to mobile responsive and invested in mobile apps. Julia also shares why how ThredUP uses qualitative and quantitative data from user research and what KPIs they look at for the data to drive iterations. Rapid Fire Questions What is your definition of innovation? Innovation is thinking of things – may it be technology or process or something else – and applying this in a new way to create better customer experiences or better way to solve customer problems. Would you put more emphasis on the idea or the execution? How would you weigh each of them and why? I agree with the quote that an idea without execution is just a hallucination. Great ideas with bad execution are not going to succeed. Ideas are important but I’ll put more emphasis on execution. I would say 20% - 80%. What is your biggest learning lesson on your journey so far? Customers are going to go for better pastures. If somebody else gives them better experience, better price, better assortment…they are going to go there. So it’s very important to stay on top of things, to innovate and always listen to your customers. What is your favorite business book? Competing Against Luck by Clayton Christensen Inspired: How To Create Products Customers Love by Marty Cagan The Membership Economy by Robbie Baxter What is your favorite digital resource? Marvel UserTesting.com Looker What is your favorite app and why? Uber Houzz What is the coolest thing that you are working on right now that you want everyone to know about? We are about to launch a beta of a new app that some people will call comparative shopping but it’s more than that. It will inspire consumers to think 2nd hand first.

Journalist, author, and speaker, Karen Dillon is a former editor of Harvard Business Review Magazine, and the former Deputy Editor of Inc. Magazine. She recently co-authored Competing Against Luck with Clay Christensen.  Using the Jobs to Be Done framework, Karen Dillon and her co-authors help businesses understand what causes customers to "hire" a product or service. With that understanding, a business can improve its innovation track record, creating products that customers really want. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts   Key Takeaways: [1:11] Karen Dillon defines Clay Christensen's Theory of Disruption using a real-world example. [8:02] Can an incumbent company’s actions be predicted when faced with a threat from an entry-level rival? [15:57] Karen explains why "likelihood to purchase" is still so unpredictable, even with today's plethora of customer knowledge and data gathering tools. [19:42] Customers make choices based on the Jobs to Be Done in their lives. [21:08] Karen Dillon outlines three dimensions of the Jobs to Be Done framework. [27:03] Trigger events often occur before a customer makes an actual decision to buy. [34:39] The Jobs to Be Done Interview is used to identify a customer’s trigger event. [40:58] Karen Dillon provides a tip for marketers who sell business-to-business.   Mentioned in This Episode: Competing Against Luck Jobs to Be Done Karen Dillon @KarDillon on Twitter @ClayChristensen on Twitter Praxent @PraxentSoftware on Twitter

This innovation expert on how his business theory has affected his home life

By far the most popular request that we’ve heard about Jobs-to-be-Done Radio is that we get more tactical and share some of our consumer interview techniques.  This week we’re going to try to answer that request by sharing a live … Read More

Our guest today is Hilary Quartner ( https://www.instagram.com/hilarykquartner/ ) , one of the founders and Co-CEOs of Hilma ( https://www.hilma.co/ ). Hilma creates natural remedies for your medicine cabinet that are backed by science. Previously Hilary worked at The Wonderful Company, FIJI Water and was part of the founding team at Jet Black. You can Hilary on Instagram @hilarykquartner ( https://www.instagram.com/hilarykquartner/ ) and Hilma @hilma_co ( https://www.instagram.com/hilma_co/ ). You can also follow your host, Mike, on Twitter @mikegelb ( https://twitter.com/MikeGelb ). You can also follow for episode announcements @consumervc ( https://twitter.com/ConsumerVc ). A book that inspired her professionally is Competing Against Luck ( https://www.amazon.com/gp/product/0062435612?camp=1789&creativeASIN=0062435612&ie=UTF8&linkCode=xm2&tag=theconsumervc-20 ) by Clayton Christensen and two books that inspired her personally are Educated ( https://www.amazon.com/gp/product/0399590501?camp=1789&creativeASIN=0399590501&ie=UTF8&linkCode=xm2&tag=theconsumervc-20 ) by Tara Westover and The Autobiography of Malcolm X ( https://www.amazon.com/gp/product/0345350685?camp=1789&creativeASIN=0345350685&ie=UTF8&linkCode=xm2&tag=theconsumervc-20 ) by Malcolm X and Alex Haley. Here's what you will learn: * What attracted Hilary to consumer brands and entrepreneurship. How Hima came together and the opportunity her and her co-founders' saw. How they thought about differentiation. Lessons learned in developing "The Clinical Herbal" category. * Decision making process when you have co-CEO business structure. How she thinks about organic growth. Some of the early mistakes when founding Hilma. What was most critical to her success? Why they chose to fundraise? Some of the effects COVID has had on their business? One piece of advice for founders