by Clayton Christensen, Michael Raynor
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Investors don’t seem to care so much about a company’s assets or how much money it makes in the present, they're most interested in seeing growth. But after the core business matures, growth usually plateaus. This is the time to work on new growth opportunities, but trying new things is risky.
Innovation doesn’t always make growth happen fast enough for investors, even when money is thrown at the effort.
“Competitiveness is far more about doing what customers value than doing what you think you’re good at."
Customers "hire" products to do specific "jobs".
Customers - people and companies - have "jobs" that arise regularly and need to get done. When customers become aware of a job that they need to get done in their lives, they look around for a product or service that they can "hire" to get the job done.
Effectively, conveniently, inexpensively as possible.
Marketers put a lot of emphasis on market segments, dicing up the populace and finding the percentage that will need or want the product. But if you get the process wrong, you can end up without any actual customers.
To accurately segment the market, don’t focus so much on the attributes of people and things. Instead, look at the circumstances people are in when they make a purchase decision. There are many tasks that people do routinely; people are always looking for things that will do those jobs or help them do those jobs.
Instead of asking what their company does best today, managers should ask, "What do we need to master today, and what will we need to master in the future, in order to excel on the trajectory of improvement that customers will define as important?"
Three classes or sets of factors that define what an organization can and can not accomplish:
DELIBEDeliberate RATE planning (traditional / for existing-sustaining):
Discovery-Driven Planning: (for disruptions):
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