How truly understanding what customers need can redefine innovation and lead to meaningful products.
For as long as Nadine can remember, she has had an entrepreneurial mind. At the age of 14, she started selling cold lemonade at a local farmer’s market in India, intuitively knowing that shoppers would appreciate a refreshing drink in the sweltering heat.
In the world of business, especially through the lens of the"Jobs to be Done" framework, Nadine’s experience is a profound example of how products or services often have hidden emotional or psychological jobs. This concept is echoed in another story from the '90s, when McDonald's tried to improve their milkshakes. Despite implementing various flavor enhancements, sales did not improve until they consulted with Clayton Christensen.
Both stories highlight a critical mistake many businesses make: focusing on the product or technology itself rather than the underlying needs or jobs that the product is hired to do. By understanding these needs, companies can not only create products that are more likely to succeed but also connect with their customers on a deeper level, fulfilling needs that customers themselves might not have been able to articulate.
Innovation, therefore, is not just about making things better, faster, or cheaper. It’s about deeper insights into the human experience, understanding the roles that products and services play in our lives, and how they help us solve problems, not just in practical ways but also emotionally and psychologically. Whether it's a comforting presence during aworkday or the emotional struggle of downsizing a home, the real job of a product goes far beyond its specifications.
As we design and innovate, whether in technology, food, or housing, understanding the psychological"job" to be done can be the most powerful tool in our arsenal. It’s not just about what products do, but about what they mean to the people who use them.Christensen, C. M., Hall, T., Dillon, K., & Duncan, D. S. . Know your customers’ jobs to be done.
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