{"results":[{"kind":"document","score":0.0889769,"headline":"<b>focus</b> on the two main interpretation of Jobs to be Done. Each has evolved in different","document":{"id":"doc_klement_know_the_two_interpretations_of_jtbd","person_id":"alan-klement","type":"essay","title":"Know the Two — Very — Different Interpretations of Jobs to be Done","source_url":"https://jtbd.info/know-the-two-very-different-interpretations-of-jobs-to-be-done-5a18b748bd89","created_at":"2026-07-14T13:20:58.034Z"}},{"kind":"document","score":0.0865452,"headline":"<b>focusing</b> on causality. Each job story should provide as much context as possible and **<b>focus</b>","document":{"id":"doc_klement_replacing_user_story_with_job_story","person_id":"alan-klement","type":"essay","title":"Replacing The User Story With The Job Story","source_url":"https://jtbd.info/replacing-the-user-story-with-the-job-story-af7cdee10c27","created_at":"2026-07-14T13:20:58.102Z"}},{"kind":"knowledge","score":0.0827456,"headline":"<b>focus</b> consists primarily of rejecting many other good ideas, rather than simply choosing what to pursue","knowledge":{"id":"kn_f30f67edbda8","person_id":"steve-jobs","statement":"Jobs believed that focus consists primarily of rejecting many other good ideas, rather than simply choosing what to pursue.","type":"principle","justification":"The document quotes Jobs's own words from the Stanford commencement address directly stating that focus is commonly misunderstood as saying yes to what matters, when it actually means saying no to a hundred other good ideas.","conditions":"Applies to Jobs's stated view of focus and prioritization as expressed in his 2005 Stanford commencement address.","falsifiability":"This would be falsified if Jobs's own statements defined focus primarily as affirmatively selecting priorities without emphasis on rejecting alternatives.","source_doc_ids":["doc_web_447a148bdd08"],"review_status":"published","review_log":[{"at":"2026-07-14T22:53:20.448Z","actor":"llm:claude-sonnet-5","action":"extracted","confidence":"high","source_quote":"フォーカスとは、集中すべきことにイエスと言うことだと思われがちです。しかし、まったくそういう意味ではありません。他にある百の良いアイデアにノーと言うことなのです。"},{"at":"2026-07-14T22:53:21.951Z","note":"entity search auto-publish (opt-out model)","actor":"agent:enrichment","action":"auto_published"}],"created_at":"2026-07-14T22:53:20.070Z"}},{"kind":"knowledge","score":0.0827456,"headline":"<b>focus</b> groups to plan a product is very difficult because people often do not know","knowledge":{"id":"kn_d6aceca9f5a0","person_id":"steve-jobs","statement":"Steve Jobs argued that using focus groups to plan a product is very difficult because people often do not know what they want until it is shown to them.","type":"claim","justification":"The document directly quotes Jobs stating that focus groups make product planning difficult, and explains his reasoning that people typically don't know what they want until they see the actual product.","conditions":"This applies specifically to using focus-group style qualitative research (a discussion-format survey used in marketing) as a method for planning new products.","falsifiability":"This would be falsified if it could be shown that focus groups reliably help people articulate what they want in advance of seeing a product.","source_doc_ids":["doc_web_81b35930b30a"],"review_status":"published","review_log":[{"at":"2026-07-14T13:27:18.586Z","actor":"llm:claude-sonnet-5","action":"extracted","confidence":"high","source_quote":"フォーカスグループ（マーケティングや社会調査でよく使われる座談会形式の定性調査）を使って商品を企画するのはとても難しい"},{"at":"2026-07-14T13:27:19.673Z","note":"entity search auto-publish (opt-out model)","actor":"agent:enrichment","action":"auto_published"}],"created_at":"2026-07-14T13:27:18.507Z"}},{"kind":"document","score":0.0827456,"headline":"<b>focusing</b> on a job to be done. It’s really important to <b>focus</b> on the purpose","document":{"id":"doc_christensen_focusing_on_a_job_to_be_done","person_id":"clayton-christensen","type":"interview","title":"Clayton Christensen: Focusing on a Job to Be Done","source_url":"https://faithandleadership.com/clayton-christensen-focusing-job-be-done","created_at":"2026-07-14T13:20:58.271Z"}},{"kind":"knowledge","score":0.0759909,"headline":"<b>focusing</b> on a job to be done' and argues this <b>focus</b> lets an organization keep","knowledge":{"id":"kn_59d2e167e52e","person_id":"clayton-christensen","statement":"Organizations should define their strategy around the job the customer is trying to get done rather than around the current product or method used to accomplish it.","type":"principle","justification":"Christensen explicitly frames his research around 'focusing on a job to be done' and argues this focus lets an organization keep evaluating better ways to accomplish the purpose, illustrated by the shift from horseman to FedEx.","conditions":"When an organization is deciding how to serve customers and evaluate disruptive innovation opportunities.","falsifiability":"Would be falsified if organizations that define themselves by their existing product/method consistently adapt to disruption better than those defining themselves by the customer's underlying job.","source_doc_ids":["doc_christensen_focusing_on_a_job_to_be_done"],"review_status":"published","review_log":[{"at":"2026-07-07T02:57:40.300Z","actor":"llm:claude-opus-4-8","action":"extracted","confidence":"high","source_quote":"It’s really important to focus on the purpose or the job that you’re trying to do, because then you can keep looking down the road and figuring out whether there’s another and a better way to get this done."},{"at":"2026-07-08T01:31:21.575Z","note":"bulk publish; manual quality review waived by user; automated verbatim citation check passed","actor":"human:kazuki","action":"reviewed"},{"at":"2026-07-08T01:31:21.575Z","note":"bulk publish; manual quality review waived by user; automated verbatim citation check passed","actor":"human:kazuki","action":"published"}],"created_at":"2026-07-07T02:57:40.299Z"}},{"kind":"knowledge","score":0.0759909,"headline":"profitability. The document states this as the reason companies <b>focus</b> on the top of the market.","knowledge":{"id":"kn_99e8164c95af","person_id":"clayton-christensen","statement":"Companies pursue sustaining innovations at the higher tiers of their markets because charging the highest prices to their most demanding customers achieves the greatest profitability.","type":"claim","justification":"The document states this as the reason companies focus on the top of the market.","conditions":"Applies to established companies making decisions about where to focus innovation efforts.","falsifiability":"Falsified if companies achieved greatest profitability by targeting lower tiers, or if firms did not pursue upper-tier customers for profitability reasons.","source_doc_ids":["doc_christensen_key_concepts_disruptive_innovation"],"review_status":"published","review_log":[{"at":"2026-07-07T02:58:13.394Z","actor":"llm:claude-opus-4-8","action":"extracted","confidence":"high","source_quote":"Companies pursue these “sustaining innovations” at the higher tiers of their markets because this is what has historically helped them succeed: by charging the highest prices to their most demanding and sophisticated customers at the top of the market, companies will achieve the greatest profitability."},{"at":"2026-07-08T01:31:21.579Z","note":"bulk publish; manual quality review waived by user; automated verbatim citation check passed","actor":"human:kazuki","action":"reviewed"},{"at":"2026-07-08T01:31:21.579Z","note":"bulk publish; manual quality review waived by user; automated verbatim citation check passed","actor":"human:kazuki","action":"published"}],"created_at":"2026-07-07T02:58:13.388Z"}},{"kind":"knowledge","score":0.0759909,"headline":"<b>focusing</b> on unchanging customer desires—lower prices, faster delivery, and greater product selection—as a guiding","knowledge":{"id":"kn_63b4de875b24","person_id":"jeff-bezos","statement":"Bezos treats focusing on unchanging customer desires—lower prices, faster delivery, and greater product selection—as a guiding principle for Amazon's strategy, rather than chasing what changes.","type":"principle","justification":"The document explicitly presents this as one of the 'principles' (原則) that emerge from Bezos's own writings in the book, directly quoting the unchanging customer desires and Amazon's resulting strategic focus.","conditions":"As articulated in Bezos's shareholder letters (1997–2019) and interviews compiled in PART1 and PART2 of the book 'Invent & Wander'.","falsifiability":"This would be falsified if the book's letters or interviews showed Bezos advocating that Amazon prioritize reacting to changing trends over these constant customer demands.","source_doc_ids":["doc_web_1aa77e801fbc"],"review_status":"published","review_log":[{"at":"2026-07-23T01:54:29.445Z","actor":"llm:claude-sonnet-5","action":"extracted","confidence":"high","source_quote":"変わらないものとは、顧客は「より安く、より早く、より品揃えの多いサービスを求める」といったことだ。だからアマゾンはその求めに応じることに集中する。"},{"at":"2026-07-23T01:54:30.221Z","note":"entity search auto-publish (opt-out model)","actor":"agent:enrichment","action":"auto_published"}],"created_at":"2026-07-23T01:54:29.367Z"}},{"kind":"knowledge","score":0.0759909,"headline":"<b>focused</b> on more-demanding profitable segments, tend not to respond vigorously to entrants targeting overlooked","knowledge":{"id":"kn_43eab24f6904","person_id":"clayton-christensen","statement":"Incumbents chasing higher profitability in more-demanding segments tend not to respond vigorously when entrants target overlooked segments.","type":"observation","justification":"The passage states that incumbents, focused on more-demanding profitable segments, tend not to respond vigorously to entrants targeting overlooked segments.","conditions":"Applies to established incumbents focused on improving products for their most demanding and profitable customers.","falsifiability":"Would be false if incumbents typically responded vigorously to entrants entering overlooked low-end segments.","source_doc_ids":["doc_christensen_what_is_disruptive_innovation"],"review_status":"published","review_log":[{"at":"2026-07-07T02:58:37.735Z","actor":"llm:claude-opus-4-8","action":"extracted","confidence":"medium","source_quote":"Incumbents, chasing higher profitability in more-demanding segments, tend not to respond vigorously."},{"at":"2026-07-08T01:31:21.582Z","note":"bulk publish; manual quality review waived by user; automated verbatim citation check passed","actor":"human:kazuki","action":"reviewed"},{"at":"2026-07-08T01:31:21.582Z","note":"bulk publish; manual quality review waived by user; automated verbatim citation check passed","actor":"human:kazuki","action":"published"}],"created_at":"2026-07-07T02:58:37.727Z"}},{"kind":"knowledge","score":0.0759909,"headline":"<b>focusing</b> on higher-tier sustaining innovations, companies unwittingly open the door to disruptive innovations at the bottom","knowledge":{"id":"kn_f0c9582abe36","person_id":"clayton-christensen","statement":"By focusing on higher-tier sustaining innovations, companies unwittingly open the door to disruptive innovations at the bottom of the market.","type":"claim","justification":"The document asserts a causal link between upmarket focus and the creation of opportunity for disruptors.","conditions":"Applies to established firms that move upmarket while neglecting lower market tiers.","falsifiability":"Falsified if firms that focused on upper tiers did not consistently leave openings for disruptive entrants at the bottom.","source_doc_ids":["doc_christensen_key_concepts_disruptive_innovation"],"review_status":"published","review_log":[{"at":"2026-07-07T02:58:13.394Z","actor":"llm:claude-opus-4-8","action":"extracted","confidence":"high","source_quote":"However, by doing so, companies unwittingly open the door to “disruptive innovations” at the bottom of the market."},{"at":"2026-07-08T01:31:21.580Z","note":"bulk publish; manual quality review waived by user; automated verbatim citation check passed","actor":"human:kazuki","action":"reviewed"},{"at":"2026-07-08T01:31:21.580Z","note":"bulk publish; manual quality review waived by user; automated verbatim citation check passed","actor":"human:kazuki","action":"published"}],"created_at":"2026-07-07T02:58:13.388Z"}}]}