Jobs to Be Done: Theory to Practice

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IDEA BITE PRESS, Oct 25, 2016 - Project management - 201 pages
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Why do some innovation projects succeed where others fail? The book reveals the business implications of Jobs Theory and explains how to put Jobs Theory into practice using Outcome-Driven Innovation.

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Why do innovation projects fail? Why do an overwhelming majority of new products fail?
In 1991, Anthony Ulwick first proposed a solution to this problem: to gain deep insight into the customer’s
needs, companies should stop focusing on the product and the customer and instead should understand the “underlying process” (or job) the customer is trying to execute when they are using a product or service.
This idea led to the creation of Outcome-Driven Innovation (ODI) which says that to create a product or service that customers will want to buy, you must first understand what fundamental measures of performance those customers use to measure success when getting the job done. Ulwick introduced ODI to Harvard Business School professor Clayton Christensen in 1999. Christensen later popularized the theory in his book, The Innovator’s Solution (2003), labeling it “jobs-to-be-done theory” citing Ulwick and Strategyn’s practices. This book is a deep-dive into how to take the theory known as “jobs-to-be-done theory” and put it into practice.
By far the most comprehensive book on the subject of "Jobs to be Done."

About the author (2016)

Tony Ulwick is the pioneer of jobs-to-be-done theory, the inventor of the Outcome-Driven Innovation (ODI) process, and the founder of the strategy and innovation consulting firm Strategyn. He is the author of What Customers Want (McGraw-Hill) and numerous articles in Harvard Business Review and Sloan Management Review.

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