from Clayton M. Christensen; Taddy Hall; Karen Dillon
Innovation is not luck, it's causality. At Scalabl®, we use the Jobs to be Done theory as the heart of the Problem Interview, to discover the real "progress" the customer is trying to achieve.
Other books incorporated into the methodology:
Competing Against Luck by Clayton M. Christensen is one of the clearest, deepest, and most transformative books for understanding how and why customers make decisions—and what it truly means to innovate successfully. In this work, Christensen consolidates and makes accessible the Jobs to Be Done theory, offering a powerful lens to rethink innovation, growth, and business strategy. The book starts from a fundamental premise: customers do not buy products for their features; they “hire” them to make progress in a specific context. Understanding that job—in its functional, emotional, and social dimensions—allows organizations to innovate far more predictably and effectively than traditional approaches based on segments or demographics.
“Customers don’t buy products; they hire them to get a job done.” — Clayton M. Christensen, Competing Against Luck
The book develops the Jobs to Be Done theory as a central framework for understanding customer choice and guiding innovation in a systematic way. Christensen argues that most innovation initiatives fail not because of a lack of talent, resources, or technology, but due to a superficial understanding of the progress customers are actually trying to make in a specific situation. Traditional market research methods—based on demographic segmentation, preference surveys, or usage analysis—tend to capture symptoms rather than the real causes of choice. In contrast, the Jobs to Be Done approach makes it possible to identify with greater precision the forces that push customers to adopt or reject a solution, integrating functional, emotional, and contextual factors into a single coherent explanation.
One of the most emblematic examples in the book is the McDonald’s milkshake case, used to demonstrate how the same product can be “hired” for completely different jobs depending on context, timing, and customer circumstances. Through this case, Christensen shows that real competition rarely consists only of similar products within a category, but includes any alternative the customer considers valid to make the same progress. The example reveals that innovation is not about optimizing isolated attributes, but about understanding the full job and designing solutions that better fit into the customer’s real life.
Christensen also introduces the concept of competing against non-consumption, radically expanding the traditional notion of competition. Many of the most significant growth opportunities, he argues, emerge when companies identify important jobs that are currently underserved or not served at all. By focusing on these spaces, organizations can create new markets, reduce direct competitive pressure, and unlock genuine growth rather than fighting for share in mature markets.
Another relevant contribution of the book is the idea of building a portfolio of jobs, which allows companies to diversify their value propositions based on different jobs customers need to get done in different contexts. This approach helps avoid excessive dependence on a single product or segment and supports a more resilient innovation strategy. Christensen emphasizes that while products, technologies, and business models evolve constantly, the underlying jobs tend to remain remarkably stable over time—making them a reliable foundation for strategic decision-making.
Finally, the book addresses the organizational dimension of innovation, highlighting that adopting Jobs to Be Done requires changes in how processes are designed, metrics are defined, and decisions are made. Innovation stops being an occasional act of inspiration or unstructured creativity and becomes a disciplined process grounded in continuous customer learning, empirical evidence, and the deliberate design of solutions aligned with the progress people seek to make.
WHY I RECOMMEND READING THIS BOOK — By Francisco Santolo
I recommend Competing Against Luck not only for the power of its ideas, but also for the enormous influence Clayton Christensen had—and continues to have—on how we understand innovation and business strategy. Christensen was my professor at Harvard Business School, and his ability to combine academic rigor, conceptual clarity, and practical applicability deeply shaped the way I think about business.
Clayton Christensen is widely recognized for foundational contributions such as the theory of disruptive innovation, but in this book he achieves something equally significant: he takes the Jobs to Be Done theory—originally developed by Anthony Ulwick from a more operational perspective—and develops it academically, validates it empirically, and popularizes it as a central strategic framework for understanding customer choice and business growth. Thanks to Christensen, Jobs to Be Done moves beyond being just a product innovation tool and becomes a core element of modern business theory.
From my experience, this book helps shift the axis of strategic conversation. It forces teams to stop debating which product to build or which feature to add, and instead start with a far more powerful question: what progress is the customer trying to make? That change in perspective dramatically reduces innovation risk and improves the quality of decisions at every level of the organization.
Within the Scalabl® methodology, Competing Against Luck is absolutely fundamental. Jobs to Be Done is the foundation of our stakeholder-centric view, where we understand that businesses exist within value networks and that innovation happens when an organization helps different actors in the system—customers, partners, teams, investors—better achieve their goals. Jobs to Be Done thus becomes the minimum unit of meaning for designing business models, operating models, and virtuous P&L structures.
I especially value that this book does not promise shortcuts or magic formulas. It offers something far more valuable: a solid conceptual framework for innovating with greater predictability, less blind intuition, and a deeper understanding of human behavior. For entrepreneurs, intrapreneurs, and leaders, this reading is key to stopping competition solely against other products and truly starting to compete against luck.
“The Innovator’s Dilemma” — Clayton M. Christensen
This foundational work by Christensen sets the stage for understanding disruptive innovation, a crucial theme for grasping Competing Against Luck. It explores how even successful companies can lose market dominance, offering perspectives that complement the Jobs to Be Done theory.
“Jobs to Be Done: From Theory to Practice” — Anthony W. Ulwick
This book directly expands the Jobs to Be Done framework discussed by Christensen. Ulwick provides a practical guide to implementing the theory, making it an excellent complement to Competing Against Luck.
“Value Proposition Design” — Alexander Osterwalder, Yves Pigneur, Greg Bernarda, and Alan Smith
This book provides tools and frameworks for understanding customer needs and designing value propositions, which is highly relevant to the Jobs to Be Done theory and the themes explored in Competing Against Luck.