With technology pervasiveness, constant availability of data, or unstructured information, an overwhelming bulk of metrics and dashboards often confuse decision-making. In contrast, it was supposed to support it in the first thinking.
Making better decisions isn’t about having all sorts of measurements and monitoring tiny pieces of data, but asking the right question. A recognized professor of management at HBS, Clayton Christensen, framed the innovation and performance game with his “Theory of the Job done”.
As he quoted, the measure of a truly innovative product or whatsoever is not about getting a new feature, a modern update of a past version, but a product or service that closes the gap between client’s functional needs and what they desire to do, explicitly or by a certain behavior, in a specific situation.
The secret to winning the innovation game lies in understanding what causes customers to make choices that help them achieve progress on something they are struggling with, in their lives. To get to the right answers, Christensen says, executives should be asking: What job would consumers want to hire a product to do?