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Practical JTBD

The concept of jobs to be done (JTBD) provides a lens for understanding value creation. It’s straightforward principle: people “hire” products to fulfill a need.

For instance, you might hire a new suit to make you look good at a job interview. Or, you hire Facebook to stay in touch with friends. You could also hire a chocolate bar to relieve stress.

Viewing customers in this way – as goal-driven actors in a given context – shifts focus from psycho-demographic aspects to needs and motivations.

Although the theory of JTBD is rich and has a long history, practical approaches to applying the approach are largely missing. In this presentation, Jim will highlight concrete ways to apply JTBD in your work. This will not only help you design better solutions, but also enable you to contribute to broader strategic conversations.

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Practical JTBD

  1. 1. Practical Jobs To Be Done: A Way of Seeing
  2. 2. @JimKalbach
  4. 4. Encyclopedias Wikipedia Book stores Amazon CDs MP3 Film photography Digital photography Premium airlines Budget airlines Rental cars Car sharing Telephone VOIP
  5. 5. GoToMeeting gets high-definition video conferencing chamilton Aug 2, 2011 - 5:00 AM CDT
  6. 6. Skype for business
  7. 7. JOBS TO BE DONE (JTBD) Progress toward a goal •Not demographics •Not solutions •Show causality •Why people “hire“
  8. 8. At the core of disruption is a realization that opportunity comes from of understanding the jobs people want to get done.1
  10. 10. DIMENSIONS: “HIRING“ A KEYLESS LOCK • FUNCTIONAL - Control access to my home • EMOTIONAL - Feel secure and safe • SOCIAL - Let visitors in, keep strangers out
  11. 11. • SITUATION – Private home- owners need to let people in and out when they are at work during the day • MOTIVATION – Solve the problem of selective access and of scheduling visit • DESIRED OUTCOMES - Maximize options for entry/exit - Reduce chance of intruders - Increase sense of security CIRCUMSTANCES: “HIRING“ A KEYLESS LOCK
  12. 12. JTBDs give designers a way of capturing insight that leverages our skills for finding real business opportunities2
  13. 13. 1. Discover 2. Define 3. Design 4. Deliver Develop
  14. 14. APPLYING JTBDs 1. Discover value 2. Design value 3. Deliver value 4. (Re)define value
  15. 15. #1 – DISCOVER VALUE
  16. 16. „Indi Young, Mental Models. Rosenfeld Media, 2008. Mental models give a deep understanding of people’s motivations and thought-processes, along with the emotional and philosophical landscape in which they are operating. MENTAL MODELS
  17. 17. #2 DEFINE VALUE Minimize the time it takes to summarize notes from an event Minimize Reduce Lower Maximize Increase Raise Time Ability Effort Chances Likelihood DIRECTION UNIT QUALIFIER DESIRED OUTCOMES
  18. 18. 1. Maximize the ability to allow visitors in during the day 1 2 3 4 5 6 7 8 9 10 Very low Very high A. How important is this to you? B. How well is this currently being satisfied? DESIRED OUTCOMES SURVEY 2. Reduce the chance of intruders getting in 1 2 3 4 5 6 7 8 9 10 Very low Very high
  19. 19. 9  Importance 3   Satisfaction   Satisfaction Gap 6 Importance + Satisfaction Gap = Opportunity score 9 + 6 = 15
  20. 20. FIND OPPORTUNITIES Satisfaction Importance TONY ULWICK
  21. 21. #3 – DESIGN VALUE Job Stories Alan Klement, “Replacing The User Story With The Job Story”
  22. 22. #3 – DESIGN VALUE
  23. 23. #4 – DELIVER VALUE Shift language to reflect JTBD BEFORE Our conference software features high- definition video with the best resolution AFTER Connect with remote colleagues on a more personal level with true-to-life video
  24. 24. Functional job (1) Desired outcome Situation & Motivatio nFunctional job (2) Emotional job Social job
  25. 25. #5 – (RE)DEFINE VALUE “The greatest competitor [in tax software] … was not in the industry. It was the pencil. The pencil is a tough and resilient substitute. Yet the entire industry had overlooked it.” SCOTT COOK, Founder of Intuit
  26. 26. #5 – (RE)DEFINE VALUE “Customers struggle when they try to make their life better but don’t know how. We call this struggle a Job to be Done.”
  27. 27. JTBD offers a practical ‘lens’ to view various aspects our your organization and shift the view from inside-out to outside-in3
  28. 28. Surviving disruption requires a focus on JTBDs, something relevant to designers when applied in practical ways 1 2 3
  29. 29. “People don’t want a quarter-inch drill, they want a quarter- inch hole.” THEODORE LEVITT
  30. 30. Danke schön! @JimKalbach Jim.Kalbach@Gmail.com www.experiencinginformation.com