高管在不断的压力下，以提高收入并提高盈利能力。在摘要中，这相当简单。然而，当你停下来思考你实际需要做些什么来拥有有意义的影响，细节可以迅速成为吹脑。例如，一家公司的年收入超过20亿美元，低于财富500强公司的平均收入。对于该公司实现5％的有机增长，每年需要为新的收入带来10亿美元。这相当于创造一个相当相当大的新公司。
对于各种规模的公司来说，提高性能的需求通常会上升，以找到一些成本节省或推出中等成功的新产品的小机会。随着客户越来越苛刻，竞争对手越来越快地突破，并对资源的压力稳步增长，有时唯一的解决方案是改变游戏。
Becoming a game changer
Being an industry game changer doesn’t mean having the most cutting-edge technology or the fastest-moving teams. Rather,研究has shown that the most successful innovators often employ最后一个在我讨论的三种经验和真正的创新方法中。
工作要做（JTBD）。The first key to disrupting an industry is to relentlessly focus on what your customers need. And while that may sound trite by now, only9％的新产品想法actually address a clear customer struggle. Instead, companies often focus on one-upping their competitors’ feature sets, relying on what customers say they need (rather than exploring unarticulated needs), and attempting to emulate companies that have been successful in the past. Don’t get me wrong – maybe there’s value in being the Uber of whatever your product category is. But only if that on-demand model responds to an under-satisfied job that the customer is trying to get done.
这就是JTBD进来的地方。工作的工作模型看起来eight distinct factors代表消费者——在B2C和B2B spaces – make decisions about what to buy. As I alluded to above, one key is to ensure that your offering responds to an important job that consumers are struggling to get done to their satisfaction today. But that’s just the tip of the iceberg. While that focus on a job – or in some contexts, multiple jobs – should be a guiding light for your innovation efforts, it’s also important to look at the rest of the Jobs to be Done framework. You’ll need to understand how customers define that a job is being satisfied, what obstacles could stand in the way of them buying or using your offering, and why they view the competitive set as being broader than your traditional view of the competition. With a holistic understanding of how consumers think, you can design solutions whose value is immediately obvious in the market.
Costovation。创新的另一个关键挑战是事情可以很快变得非常昂贵。根据您的行业，您可以在创新漏斗中移动数十个，数百甚至数千个想法，以找到下一个商业成功。虽然您有希望保障的地方，以确保大多数思想的投资是最小的，直到有可行的想法证明，费用仍然可以快速安装。此外，即使是那些成功地商业化的概念，也经常过度过冲，并最终比需要更昂贵。As I described the concepts of Jobs to be Done and Costovation at a research conference a couple weeks ago, an executive at one of the world’s leading tech companies confessed to me that “we are the worst offenders at over-engineering the product but still not satisfying the job.” It’s a struggle that permeates organizations of all sizes and industries.
Costovationis a concept that builds off Jobs to be Done. The fundamental premise is that you design your offerings – and the processes that support them – to focus only on the jobs that are most important to your target customers. The rest is just cost and complexity. By focusing on things that don’t really matter to the customer, you end up investing substantial resources in features or services that generate no additional return. Moreover, they often cloud your messaging, making it hard for consumers to recognize the value you are offering. Cost-cutting may not be the most exciting part of innovation, but the returns can be enormous. Thischeat sheetlooks at 20 strategies for reducing costs while still exceeding what consumers are looking for.
Business Model Innovation。The final key to keep in mind as you explore ways to make a big impact on your industry is that innovation is about much more than just the product. One of my colleagues worked on some研究to examine over 5,000 innovations over a 15-year time period to determine what makes an innovation successful. A small but important finding is that successful innovation is hard. In that study, the aggregate success rate – where innovations returned their cost of capital – was only 4.5%. The game changers were key; 2% of the innovations explored delivered 90% of the value of all of the innovations studied.
那么这2％的不同之处有什么不同？而不是仅仅创新产品，最成功的创新杠杆率为6或更多不同类型的创新，包括与之相关的努力提供（产品），组态(the system for turning the product into a business), and the经验（客户的发现之旅，购买和使用）。虽然重要的是在多个域中进行创新，但最大的机会通常围绕利润模式和客户订婚桶锚定。专注于那里的公司可以真正改变游戏。
All of the research shows that innovation is hard. No matter the metric, the vast majority of innovation efforts do not end in success. But the vast majority of innovation efforts are also done poorly. They don’t focus on the jobs customers are trying to get done, they end up increasing cost and complexity faster than they increase value, and they focus heavily on the product at the expense of other more valuable opportunities to innovate. The companies that avoid these common pitfalls have a much higher success rate when it comes to innovation.
戴夫法尔是一个战略和创新顾问新市场顾问。他帮助公司了解客户需求，建立创新能力，并制定增长计划。他是屡获殊荣的书的共同作者要做的工作：以客户为中心的创新路线图。