【美】剋萊頓·剋裏斯坦森（Clayton M.Christensen）

《創新者的窘境》《創新者的解答》等書作者。哈佛大學商學院商業管理教授，Innosight公司創始人，曾兩次獲得“麥肯锡奬”。

【美】泰迪•霍爾（Taddy Hall）

劍橋集團負責人，尼爾森公司突破性創新計劃領頭人。協助資深高管打造成功的産品，並對創新方式做齣改進。另外，他還作為非營利性組織Endeavor的顧問與新興市場中的管理者進行廣泛的閤作。

【美】凱倫•迪倫（Karen Dillon）

《哈佛商業評論》前編輯，《紐約時報》暢銷書《生命該如何度量》的閤著者。畢業於康奈爾大學及西北大學麥迪爾新聞學院。

【美】戴維•S.鄧肯（David S.Duncan）

Innosigh資深閤夥人，創新策略和發展方麵的頂尖思想傢兼顧問，幫助資深高管抵禦顛覆性劇變的侵襲，打造可持續性的發展，並幫助這些企業實現轉變，從而長期保持活力。畢業於杜剋大學，獲得哈佛大學物理學博士學位。

The foremost authority on innovation and growth presents a path-breaking book every company needs to transform innovation from a game of chance to one in which they develop products and services customers not only want to buy, but are willing to pay premium prices for.

How do companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of hit and miss? Harvard Business School professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights.

After years of research, Christensen and his co-authors have come to one critical conclusion: our long held maxim--that understanding the customer is the crux of innovation--is wrong. Customers don't buy products or services; they "hire" them to do a job. Understanding customers does not drive innovation success, he argues. Understanding customer jobs does. The "Jobs to Be Done" approach can be seen in some of the world's most respected companies and fast-growing startups, including Amazon, Intuit, Uber, Airbnb, and Chobani yogurt, to name just a few. But this book is not about celebrating these successes--it's about predicting new ones.

Christensen, Hall, Dillon, and Duncan contend that by understanding what causes customers to "hire" a product or service, any business can improve its innovation track record, creating products that customers not only want to hire, but that they'll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts.

This book carefully lays down the authors' provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world--and, most importantly, how not to squander the insights it provides.