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Understanding the "Why" in customer experience: Journey Mapping Meets Jobs to be done

Every journey map comes with a promise: visualizing customers' experience helps companies design powerful solutions.  Yet, journey maps often fail to reach this goal, falling into the common traps of neglecting to explain the journey's larger context, assuming that customers are hyper-rational, and becoming too complex to be useful.  This working paper shows how to leverage Jobs to be Done in journey mapping to uncover unmet needs and pave the way to succesful innovation.

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Summer 2019

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Speeding growth: 8 Drivers of Fast Product Adoption

Some new products become popular seemingly overnight; others languish for years despite being great ideas.  In our Winter 2017 working paper, we ask: why?  What accounts for the varying adoption speeds of different innovations?  Is there anything to do to move things along more rapidly?  Eight factors stood out as major influencers in the adoption speed of an innovation. 

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Winter 2017

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Getting to know tomorrow's customers: Using 'Jobs to be done' to become a customer-centered Organization

'Jobs to be Done' is a theory about how customers make decisions.  It helps us understand why customers buy what they buy, allowing us to proactively design solutions that are more likely to succeed in the market. This working paper explains our step-by-step framework for using Jobs to be Done, and illustrates our process with a case study in the food & beverage industry.

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​Spring 2017

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Innovating From The Inside Out: 8 Steps To Becoming An Innovation Powerhouse

Through our history of helping organizations large and small tackle their innovation needs, we have identified eight critical steps to bolster a company's innovativeness.  This free working paper outlines both organizational-level and on-the-ground steps that you can take to be more innovative tomorrow.​​

​Download the working paper here >>>

​Summer 2016

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Combatting Institutional Blindness: How Companies Can Illuminate The Future

Many companies suffer from what we call institutional blindness: an ignorance about context that leads to taking inappropriate risks, missing key trends, and developing competitive vulnerabilities. In this working paper, we outline the Innovation Knowledge Matrix--the results from a five-year process of cataloging what companies think they know and what leads them to become disconnected from emerging realities. It shows how companies can combat tunnel vision, unchecked assumptions, and other forms of institutional ignorance. 

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Winter 2015

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Strategic Planning In Times Of Uncertainty

Traditional approaches to strategic planning are unsuited to increasingly volatile business environments.  They ignore uncertainty about future conditions, gloss over the diverging views of stakeholders, and frequently avoid the need to make hard choices.  This working paper discusses a range of tools to help companies consider a variety of scenarios, account for opposing viewpoints, force difficult decisions, and look dispassionately at both new types of threats and emerging opportunities. It also provides guidance on organizing more effective strategy retreats. 

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Winter 2014

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Capability Case Study

This case study discusses how Cognizant, a leading provider of information technology, consulting, and business process outsourcing systems, deployed a new innovation methodology--Jobs to be Done--throughout its vast and decentralized workforce without causing disruption to the organization.

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Summer 2014  

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Beacons for Business Model Innovation

Business model innovation is a hot topic in management thinking, even though there seems to be little agreement about what it looks like and even less about how to discover it. But there is no reason for business model innovation to feel mysterious or hard to achieve. This working paper presents two pattern recognition tools to empower companies to pick and develop breakthrough winners in their business model innovation portfolio. 

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Published by Deloitte Doblin, Spring 2014

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