29
developed and developing countries. The ultimate goal of all innovation endeavors
in this sector should be improving the quality of life, the outlook, and the well-being
of farmers and end-users.
Firms seeking profits and nonprofit organizations remain as absolutely valid
innovation pursuits. But such pursuits should be seen as a means to that end. Every
innovation effort must allocate as much human talent and as many resources in
developing business models as they spend on developing solutions which address
the JTBD for end-users.
Taken together, the insights, concepts, and examples provided in this chapter
articulate the pathway and the way forward to increased success and deeper impact
of innovation efforts, which are urgently required in agriculture and agrifood
systems.
Acknowledgments I would like to sincerely thank Oscar Ortiz and Graham Thiele from the
International Potato Center for thoughtful comments on a draft version of this chapter. Thanks also
must go to Noelia Campos, Catherine Scott and David Poulson for their review of this chapter,
much improving its style and readability. Figures 1.1 and 1.2 are adapted and reprinted with permission from Harvard Business Publishing. Figure 1.1 from “What is Disruptive Innovation” by
Clayton M. Christensen, Michael Raynor and Rory McDonald, Harvard Business Review
December 2015. Harvard Business Press 2015 by Clayton M. Christensen, Michael Raynor and
Rory McDonald, all rights reserved. Figure 1.2 from “Seizing the White Space: Business Model
Innovation for Growth and Renewal” by Mark W. Johnson. Harvard Business Press 2010 by Mark
W. Johnson, all rights reserved.
References
Autor D (2014) Skills, education, and the rise of earnings inequality among the “other 99 percent.”.
Science 344:675–681
Anthony S, Viguerie P, Schwartz E, Van Landeghem J (2018) 2018 Corporate longevity forecast: Creative destruction is accelerating. Available at https://www.innosight.com/wp-content/
uploads/2017/11/Innosight-Corporate-Longevity-2018.pdf [verified on November 4th, 2019]
Bason C, Austin R (2019) The right way to lead design thinking. Harv Bus Rev 98:1–11
Christensen C, Raynor M, McDonald R (2015) What is disruptive innovation? Harv Bus
Rev 94:1–11
Christensen C, Ojomo E, van Bever D (2017) Africa’s new generation of innovators. Harv Bus
Rev 96:245–255
Dillon K (2020) Disruption 2020: an interview with Clayton M. Christensen. MIT Sloan
Management Review. Spring 2020:2–7
Eyting M, Johnson M, Nair H (2011) New emerging business models in emerging markets. Harv
Bus Rev 90:1–9
Frederik R (2015) Making innovation work: ambidextrous organizations in the seniors housing
and care industry. Seniors Hous Care J 23:76–84
Gourville J (2006) Eager sellers and stony buyers: Understanding the psychology of new products
adoption. Harv Bus Rev 84(6):98–106
Govindarajan V (2016) The three-box solution: A strategy for leading innovation. Harvard
Business Press, Boston
ISAAA (2017) Global status of commercialized biotech/GM crops in 2017: biotech crop adoption surges as economic benefits accumulate in 22 years, ISAAA Brief No. 53. ISAAA, Ithaca
1 The Quest for Innovation: Addressing User Needs and Value Creation
developed and developing countries. The ultimate goal of all innovation endeavors
in this sector should be improving the quality of life, the outlook, and the well-being
of farmers and end-users.
Firms seeking profits and nonprofit organizations remain as absolutely valid
innovation pursuits. But such pursuits should be seen as a means to that end. Every
innovation effort must allocate as much human talent and as many resources in
developing business models as they spend on developing solutions which address
the JTBD for end-users.
Taken together, the insights, concepts, and examples provided in this chapter
articulate the pathway and the way forward to increased success and deeper impact
of innovation efforts, which are urgently required in agriculture and agrifood
systems.
Acknowledgments I would like to sincerely thank Oscar Ortiz and Graham Thiele from the
International Potato Center for thoughtful comments on a draft version of this chapter. Thanks also
must go to Noelia Campos, Catherine Scott and David Poulson for their review of this chapter,
much improving its style and readability. Figures 1.1 and 1.2 are adapted and reprinted with permission from Harvard Business Publishing. Figure 1.1 from “What is Disruptive Innovation” by
Clayton M. Christensen, Michael Raynor and Rory McDonald, Harvard Business Review
December 2015. Harvard Business Press 2015 by Clayton M. Christensen, Michael Raynor and
Rory McDonald, all rights reserved. Figure 1.2 from “Seizing the White Space: Business Model
Innovation for Growth and Renewal” by Mark W. Johnson. Harvard Business Press 2010 by Mark
W. Johnson, all rights reserved.
References
Autor D (2014) Skills, education, and the rise of earnings inequality among the “other 99 percent.”.
Science 344:675–681
Anthony S, Viguerie P, Schwartz E, Van Landeghem J (2018) 2018 Corporate longevity forecast: Creative destruction is accelerating. Available at https://www.innosight.com/wp-content/
uploads/2017/11/Innosight-Corporate-Longevity-2018.pdf [verified on November 4th, 2019]
Bason C, Austin R (2019) The right way to lead design thinking. Harv Bus Rev 98:1–11
Christensen C, Raynor M, McDonald R (2015) What is disruptive innovation? Harv Bus
Rev 94:1–11
Christensen C, Ojomo E, van Bever D (2017) Africa’s new generation of innovators. Harv Bus
Rev 96:245–255
Dillon K (2020) Disruption 2020: an interview with Clayton M. Christensen. MIT Sloan
Management Review. Spring 2020:2–7
Eyting M, Johnson M, Nair H (2011) New emerging business models in emerging markets. Harv
Bus Rev 90:1–9
Frederik R (2015) Making innovation work: ambidextrous organizations in the seniors housing
and care industry. Seniors Hous Care J 23:76–84
Gourville J (2006) Eager sellers and stony buyers: Understanding the psychology of new products
adoption. Harv Bus Rev 84(6):98–106
Govindarajan V (2016) The three-box solution: A strategy for leading innovation. Harvard
Business Press, Boston
ISAAA (2017) Global status of commercialized biotech/GM crops in 2017: biotech crop adoption surges as economic benefits accumulate in 22 years, ISAAA Brief No. 53. ISAAA, Ithaca
1 The Quest for Innovation: Addressing User Needs and Value Creation