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Alas, the conversation did not go well. Perhaps we didn’t have the right language at the time to explain our thinking, but the Unilever executives in the room were not moved by what we were trying to say. I actually called an early break and suggested we just move on to a new topic. We didn’t revisit the subject of Jobs to Be Done. I have no doubt that the Unilever executives in the room that day were seasoned, sophisticated leaders. But their tepid response made me wonder how many companies are operating within such fixed assumptions about how to think about innovation that it’s difficult to
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