You feel it every day. The strategic misalignment. Your teams ship features, hit their deadlines, and clear the roadmap, but the needle on business growth barely moves.
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You've seen it happen. A product team spends months, maybe years, chasing what customers say they want. They listen to feature requests, run focus groups, and analyze survey data filled with subjective desires.
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If you're a leader, you know the feeling. Your sales team is frustrated that marketing leads aren't converting. Marketing is tired of creating content that sales ignores.
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Your team just shipped a brilliant new feature. The launch was perfect. But adoption is flat, and your renewal forecast looks… shaky. You know the user experience feels a bit clunky, a little high-effort, but it's hard to justify pausing new development to fix "friction."
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You've seen it before. A team spends two days in an offsite workshop, buzzing with new ideas and a shared vocabulary. They learn a powerful new framework—like Jobs to be Done—and for a week, it's all anyone can talk about.
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Stop chasing loyalty. Build a strategic moat by executing your customer's Job to be Done flawlessly. Learn how Customer Effort Score predicts churn and drives CLV.
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Unlock growth by creating a value ladder that addresses customer needs. Learn to upsell without the push.
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The transformation from traditional feature teams to job-based teams represents one of the most critical organizational shifts in modern product development. While 70% of product organizations struggle with the "feature factory" model
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Traditional go-to-market planning treats customer acquisition like a conversion funnel—push prospects through stages until they buy. This product-centric approach explains why over 90% of product launches fail to meet initial revenue targets.
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For decades, businesses have relied on demographic data to understand their customers and guide strategic decisions. Age, income, gender, location—these have been the pillars of market segmentation and product development.
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