Sublime

We find deep meaning in the act of serving.

How to get a handle on customer needs is an unsolved mystery—and that mystery is killing innovation. Before a company can succeed at innovation, managers must agree on what a need is—and the types of needs that customers have. The key to solving this mystery lies in Jobs-to-be-Done Theory.

Customers could order the frames alone without any financial commitment, and simply send them back if they didn’t like the feel or look. This would actually be less costly than free returns. If a customer bought the frames with lenses and then returned them, Warby Parker would lose a lot of money, as the lenses were unique to the customer.

Hagel was among the first management gurus to recognize the need to embrace a learning mentality. As the pace of change increases, many executives focus on product and service innovations to stay afloat. However, there is a deeper and more fundamental opportunity for institutional innovation—redefining the rationale for institutions and developing

There are three key steps in scoping the JTBD domain: defining the main job, defining the job performer, and making a hypothesis about the process and circumstances.

Jobs are not flexible—they have existed for years and years, even centuries. But how we solve for jobs varies over time. The important thing is to be attached to the job, but not the way we solve it today. Processes must flex over time when a better understanding of customer jobs calls for a revised orientation. Otherwise you’ll risk changing the c

The odds of moving from being an average performer to a top-quintile performer over a ten-year period are only one in twelve.