Purnendu Mandal is a Professor at the College of Business, Lamar University, Texas, USA. His teaching and research interests are in the areas of Strategy Management, Technology Development, Supply Chain Management, Strategic MIS and System Dynamics Modelling. He published over 200 journal articles and conference papers. His research papers appeared in journals such as European Journal of Operational Research, International Journal of Production Economics, Management Decision, International Journal of Operations & Production Management, International Journal of Quality & Reliability Management, Logistics Information Management, etc. He serves in editorial board of a number of international journals. He is the founder chair of International Conference on Managing the Asian Century and he is the Book Series Editor of ‘Managing the Asian Century’ published by Springer.
John Vong is Adjunct Professor at the Lee Kuan Yew School of Public Policy, National University of Singapore. Dr. Vong received his PhD in banking and finance systems from the University of Bradford, United Kingdom. He was a former Adviser to the World Bank Group and United Nations Development Programme. His research interest is in digital and technology innovations in financial services, education and health. His recent publications include a book entitled, Emerging Technologies for Emerging Markets (Springer, 2015).
How do companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of hit and miss? Harvard Business School professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights.
After years of research, Christensen has come to one critical conclusion: our long held maxim—that understanding the customer is the crux of innovation—is wrong. Customers don’t buy products or services; they "hire" them to do a job. Understanding customers does not drive innovation success, he argues. Understanding customer jobs does. The "Jobs to Be Done" approach can be seen in some of the world’s most respected companies and fast-growing startups, including Amazon, Intuit, Uber, Airbnb, and Chobani yogurt, to name just a few. But this book is not about celebrating these successes—it’s about predicting new ones.
Christensen contends that by understanding what causes customers to "hire" a product or service, any business can improve its innovation track record, creating products that customers not only want to hire, but that they’ll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts.
This book carefully lays down Christensen’s provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world—and, most importantly, how not to squander the insights it provides.