New York
Taddy Hall
Senior Partner, Innovation
A best-selling author and global innovation authority, Taddy drives growth through new product development and systematic improvements to innovation processes.
He has collaborated with Harvard Business School’s Clayton Christensen for the last 20 years. Their latest endeavor and best-selling book, “Competing Against Luck,” digs deep into the science of innovation and the theory of Jobs to be Done.
- What did school actually teach you?
That the most valuable lessons occur outside the classroom.
- Do you have a mantra or a favorite quote?
“Fortune favors the bold.”
- What is your favorite art movement?
The Italian Renaissance for showing us the transformational power of beauty and ideas.
Being a Lippincott’er means doing what I love everyday with people I learn from constantly.
- Have you made any significant left turns, u-turns or corkscrews in life?
After I finished business school I moved to Chile — with no Spanish or job. It was the best decision I have ever made.
- Who would you change places with for a day?
My 7-year-old.
- What’s your favorite breakfast food?
Ice cream.
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Education
M.B.A., Harvard University
B.A., Yale UniversityWork Experience
SVP Innovation and Global Leader, Breakthrough Innovation Project, The Nielsen Company
COO, Meteor Technologies
CSO, The Advertising Research FoundationCareer Achievements
Co-author of the bestseller, “Competing Against Luck” with Clay Christensen
Frequent writer and contributor in publications such as Harvard Business Review, The Wall Street Journal, Time Magazine, HuffingtonPost and moreConnect
LinkedIn
Insights
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Jobs-Based Innovation
Jobs-based innovation replaces traditional models of backward-looking data correlation with deeper insights about why people do what they do. By understanding the jobs that people are struggling to perform, companies can systematically design better products, services and relationships to get them done.
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The quest for growth and what’s driving CEOs
If you want to grow and innovate, focus on creating customers, not managing earnings.
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Data shouldn’t drive all your innovation decisions
Revealing innovation insights requires small, not big, data.