In short, stack fallacy and Jobs Theory shine light on the same hazard: to mistake technical know-how—which Ford and Qualcomm had in spades—for the customer’s Job to Be Done, about which they understood very little. The high-stakes consequence is to dismiss the specific customer application as trivial when it is, in fact, essential. By contrast, Huber and his team maintained clear focus on the Job to Be Done. They invented, reinvented, and reinforced an entire set of processes to ensure that they were delivering peace of mind to customers. By 2009 OnStar, by itself, had become a key reason
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