Jobs To Be Done methodology and its role in driving customer choice
summary
Argues that product success hinges on uncovering causal drivers of choice not customer opinions, cites a Harvard finding that 90% of new innovations fail because improvements often don’t change what customers actually choose, and prescribes the Jobs To Be Done method (Clayton Christensen) to map functional, emotional and social jobs. Shows Dropbox as a concrete build that solved the “access files anywhere” job, contrasts Snickers vs Milky Way to show how different jobs shift competition and strategy.
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chapters (6)
- 0:00Introduction to new product research
- 3:34Why customer feedback fails for new ideas
- 9:59Jobs To Be Done methodology explained
- 16:26Identifying gaps in customer jobs
- 20:24Redefining markets with Jobs To Be Done
- 23:59Q&A and resources
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