Rita McGrath

It was a very hot area. And so as I traveled around the world, I would always go to phone stores. So in the airport or on the street. And you'd watch what was going on in the physical phone store because it would tell you a lot about market share and who was hot and who was not and what were the salespeople pushing and all that kind of thing.

It was a very hot area. And so as I traveled around the world, I would always go to phone stores. So in the airport or on the street. And you'd watch what was going on in the physical phone store because it would tell you a lot about market share and who was hot and who was not and what were the salespeople pushing and all that kind of thing.

It was a very hot area. And so as I traveled around the world, I would always go to phone stores. So in the airport or on the street. And you'd watch what was going on in the physical phone store because it would tell you a lot about market share and who was hot and who was not and what were the salespeople pushing and all that kind of thing.

And what I started to see was the section of the store devoted to Nokia products was getting smaller and smaller and smaller. And so I was with this class and I said to people, well, tell me what you learn when you go visit a phone store. And the room went completely silent. And I said, well, nobody has any ideas. And they looked at me and they said, we don't visit phone stores.

And what I started to see was the section of the store devoted to Nokia products was getting smaller and smaller and smaller. And so I was with this class and I said to people, well, tell me what you learn when you go visit a phone store. And the room went completely silent. And I said, well, nobody has any ideas. And they looked at me and they said, we don't visit phone stores.

And what I started to see was the section of the store devoted to Nokia products was getting smaller and smaller and smaller. And so I was with this class and I said to people, well, tell me what you learn when you go visit a phone store. And the room went completely silent. And I said, well, nobody has any ideas. And they looked at me and they said, we don't visit phone stores.

I said, excuse me? They said, no, you know, R&D sends us the new phones with the new features to test out and we give them our feedback and we don't ever go to a phone store. And I was like, what?

I said, excuse me? They said, no, you know, R&D sends us the new phones with the new features to test out and we give them our feedback and we don't ever go to a phone store. And I was like, what?

I said, excuse me? They said, no, you know, R&D sends us the new phones with the new features to test out and we give them our feedback and we don't ever go to a phone store. And I was like, what?

And, you know, that's well-intentioned, but it's an example of the blind spots you can create when you create these special channels for your people that don't kind of put them in the position of the customer.

And, you know, that's well-intentioned, but it's an example of the blind spots you can create when you create these special channels for your people that don't kind of put them in the position of the customer.

And, you know, that's well-intentioned, but it's an example of the blind spots you can create when you create these special channels for your people that don't kind of put them in the position of the customer.

Well, what it tells you is there's – I'll use the language of Clay Christensen and Tony Ulwick here. There's a job to be done that whatever you're offering isn't doing. And the job to be done theory basically says don't think about customers buying your product or service. Think about them hiring your product or service to get a job done in their lives.

Well, what it tells you is there's – I'll use the language of Clay Christensen and Tony Ulwick here. There's a job to be done that whatever you're offering isn't doing. And the job to be done theory basically says don't think about customers buying your product or service. Think about them hiring your product or service to get a job done in their lives.

Well, what it tells you is there's – I'll use the language of Clay Christensen and Tony Ulwick here. There's a job to be done that whatever you're offering isn't doing. And the job to be done theory basically says don't think about customers buying your product or service. Think about them hiring your product or service to get a job done in their lives.

And if there's a missing job, it's not that you're – Employees don't admire and appreciate whatever you do, but whatever you're doing isn't covering something they need to get done. And so they're going to use an alternative. And that's valuable information.

And if there's a missing job, it's not that you're – Employees don't admire and appreciate whatever you do, but whatever you're doing isn't covering something they need to get done. And so they're going to use an alternative. And that's valuable information.

And if there's a missing job, it's not that you're – Employees don't admire and appreciate whatever you do, but whatever you're doing isn't covering something they need to get done. And so they're going to use an alternative. And that's valuable information.

Well, I think to really understand Seidenberg's story, you actually have to start a little bit earlier with the breakup of AT&T. And this was Ma Bell. I mean, talk about the ultimate monopoly. There was a show in the 70s called Rowan and Martin's Laugh-In where there was a character that laughed. pretended to be an operator for the phone company.

Well, I think to really understand Seidenberg's story, you actually have to start a little bit earlier with the breakup of AT&T. And this was Ma Bell. I mean, talk about the ultimate monopoly. There was a show in the 70s called Rowan and Martin's Laugh-In where there was a character that laughed. pretended to be an operator for the phone company.