God debat om hvilket innovationsfokus, der skaber størst forretningsværdi og hvor væsentligt det er at have sammenhæng mellem organisationsledelse, produktudvikling og præcis forståelse, for hvilket forbrugerproblem der skal løses.
Dilemmaet tager afsæt i at der defineres tre former for innovation:
- Efficiency innovation: Omkostningsbesparelser ved at producere det samme, bare billigere
- Sustaining innovation: At udvikle gode produkter til at blive bedre
- Disruptive innovation: Radikal transformering fra dyre produkter til billige, hvor små startups vokser til giganter på kort tid, fordi de plukker lavthængende frugter med lille margin. (F.eks. iTunes vs. musikindustrien, Skype vs. teleoperatørerne, Netflix vs. Blockbuster)
Naturally, when building a growth product, businesses commit tons of time, energy and resources to getting to know their customers better and building something that solves their problem. But customers rarely buy what companies think they are selling. By nature, products are easy to copy, but it’s much harder to copy the experience and social dimensions around the job.
What’s really important is understanding the job that customers are trying to accomplish, and only once an entrepreneur truly understands the need that a product or service fulfills for the buyer can they optimize their business or product. Only by touching the customer and interacting with them and studying their problems will design and product development be optimized.
One of the biggest problems with the cloud computing era is that the cloud provides such capacity that it can tempt people into developing apps and tools that no one actually needs. Instead, developers need to build for the jobs people are trying to accomplish.
The problem is that the current focus across tech on efficiency is succeeding in destroying jobs for many and creating capital for few. Metrics like IRR and RONA, in the end, funnel profits away from disruptive innovation and distract management from investing in what’s important.