Sublime

What often causes this lagging behind are two principles of good management taught in business schools: that you should always listen to and respond to the needs of your best customers, and that you should focus investments on those innovations that promise the highest returns. But these two principles, in practice, actually sow the seeds of every

How do you know what is good advice—and what is bad?

So many innovations that are launched with great hope and fanfare flop because they have focused on improving the product on dimensions that are irrelevant to the consumer’s actual Job to Be Done, with enormous resources wasted in the process. This is because improvements on such dimensions do not cause a customer to pull that product into his life

Clearly, the lower-right quadrant offered the most fertile ground for success.

there is something about the way decisions get made in successful organizations that sows the seeds of eventual failure.

Hence, it is not just the customers of an established firm that hold it captive to their needs. Established firms are also captive to the financial structure and organizational culture inherent in the value network in which they compete—a captivity that can block any rationale for timely investment in the next wave