Breakthrough Innovation with Jobs To Be Done

•

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My motto this year is "Evolve & Disrupt". I did a couple of keynotes on the matter recently, so I'm sharing this presentation to illustrate how I handle the "fuzzy front-end" of product development, aside from the Lean Startup stuff everybody talks about. Don't be fooled by the funny (and a bit irreverent) cartoons; Jobs To Be Done is a major breakthrough with a lot of practical applications. I have been working solidly on it for the last year and it is totally influencing how I see the world.

Business

written, illustrated
and performed by
Claudio Perrone
agilesensei.com
popcornflow.com
a3thinker.com
Jobs to
be done
@agilesensei
Breakthrough Innovation
with
claudio@agilesensei.com

“How do you create customer value?”
Through the
development
of people
Attend to
folks’ needs
Listen to the
“Voice of the
Customer”
Get out of
the building
Just
do it
Growth
hack it

Operational excellence is not enough
Customer
12 min
16.5 min
73%
5.5 min 0.5 min 1.0 min 5.0 min
2.0 min 0.5 min 2.0 min
Value Adding Time (VAT)
Non VAT
Proc. Lead Time::
Total Cycle Time:
Proc. Efficiency:

No matter how hard we try,
We are still wide open to disruption
faster
cheaper
better quality
(incrementally)
innovative
Customer
“Different”
Competition

the Traditional approaches are not that
effective

we have one fundamental assumption
Customers don’t know
what they want!

In fact, customers usually know
what they want to accomplish…
I want faster
horses!
…but express their
needs through the
solutions and
ideas they can see
today.

They “hire” a product or service
to get the job done.
Prof
Clayton
Christensen

People encounter situations that
drive the need to accomplish a job.
The job – not the customer – is
the fundamental unit of analysis.

Pull of the new solution
4 forces affect purchasing decisions
Push of the situation
Drive FORWARD
New
way
Habit of the present
Anxiety of the new choice
Hold back
Business
as usual
Based on the work
Of the re-wired group
(jobstobedone.org)
#JTBD

Forces evolve over time
Based on the work
Of the re-wired group
(jobstobedone.org)
#JTBD
First Thought
Passive
Looking
Active
Looking
Deciding
Consuming
Satisfaction
“Finished” or
Experienced
Event #1
Event #2
Buying
Or

Bob
Moesta

The
Re-‐Wired
Group

We only talk to people who have
bought because embedded in
their choice set is the value code
of what they are willing to
switch from and to.

How do we capture it?
First
Thought
Active
Looking Deciding
Buying
Consuming
Event #1 Event #2 “Finished” or
Experienced
Satisfaction
Passive
Looking
Climax
(and Hook)
Moment of
struggle
Time
bombInciting
incident
Resolution Documentary:
“The Switch”
(Yep, I’m working on it. Stay tuned.)

Anthony
Ulwick

Strategyn

Before you can determine what
solutions they’ll want, figure out:
•  What jobs customers want to get
done
•  What metrics they use to define
the successful execution of a job
Can we go even further?

Anatomy of a story
As a mobile user,
I want a longer antenna
so that I can have
a better reception
I want to minimise
the likelihood that
the conversation drops
Context, situation,
job, or job step
Outcome, need,
or measure of
improvement
Warning:
early assumptions
V.S.
When I’m calling a friend
User story

Job story/outcome

Job Stories Selected Options Product Backlog
(User stories)2
One does not replace the other!
jobs stories (problem space) lead to
user stories (solution space).

Are you competing like any other
product in a pharmacy shelf?

Claudio
Perrone

claudio@agilesensei.com

@agilesensei

Next is now
agilesensei.com
popcornflow.com
a3thinker.com

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Was ist angesagt?

How do you link the Jobs-to-be-Done approach to the tools, methods and frameworks you are already using? After investigating the JTBD framework, the timeline, the four motivational forces and the retrospective interview technique, we spent an evening discussing the connections and possible integrations with related fields and disciplines, including: • Value creation (marketing) • Value proposition canvas & business model canvas (business design & modelling) • Market segmentation (marketing) • How might we questions (design thinking & ideation) • Customer journey map (service design & development)

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The concept of jobs to be done provides a lens through which we can understand value creation. The term was made popular by business leader Clayton Christensen in The Innovator’s Solution, the follow-up to his landmark book The Innovator’s Dilemma. It’s a straightforward principle: people “hire” products and services to get a job done. For instance, you might hire a new suit to make you look good for a job interview. Or, you hire Facebook to stay in touch with friends on a daily basis. You could also hire a chocolate bar to reward yourself after work. These are all jobs to be done. Although companies like Strategyn and The Rewired Group have been using the JTBD for many years, the framework has gotten a lot of attention recently. I’ve been fortunate to have worked with JTBD in various contexts in the past, and I included the topic in throughout my new book, Mapping Experiences.

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Jobs to Be Done (JTBD) is a powerful product design framework that is gaining ground in startup communities across in the US. Companies like Basecamp and Intercom are using JTBD to heavily influence their product and marketing efforts with great success. If you'd like to go deeper, visit https://hirebrianrhea.com/jobs-to-be-done-course to receive a free email course on Jobs to Be Done. Who: Brian Rhea (Product Lead at Revve) and Jason Hall (Chief Revenue Officer at Mocavo) have been actively practicing the JTBD framework and have implemented a number of their findings in their respective roles. How: In this workshop, we will present an overview of the JTBD framework, the main tools (forces diagram & timeline) and then conduct a JTBD interview with an audience participant to show you how it's done.

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Market disruption is happening at increasingly alarming rates. With so-called “big bang disruption” companies and entire markets can by obliterated in a short period of time. A key to survival is understanding the tasks customers are trying to accomplished: they “hire” our products and services to get a job done. Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth. Luckily, UX strategy is naturally close to jobs to be done. We have the skills and techniques to observe people in the context of the work and lives, and extract the tasks they are doing. What’s more, tools and techniques in the UX canon already capture JTBD, such as mental model diagrams. But more importantly, JTBD point to clear opportunities for innovation—human centered innovation. The key is to find jobs that are most important to users, but are least satisfied. This is your opportunity space. In this talk, I will outline jobs to be theory and show how it relevant to UX strategy. Through examples from my own work, I’ll show how to prioritize features and efforts in a way that has real impact.

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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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The Jobs-To-Be-Done Theory is an economic theory from well-known Harvard Business School Professor Clayton Christensen. The theory will help you with business leadership, disruptive innovation, and growth marketing strategy. The theory was crafted around the notion that instead of looking at the product that people are buying, you need to examine why they are buying the product. You need to ask yourself, "what is the desired outcome that consumers are trying to achieve that is causing them to purchase this product?"

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Jobs to be Done is best described as a perspective through which new product ideas can be evaluated for usefulness and viability. Understanding your customers’ Jobs to be Done helps determine what specific needs, pain points, or problems to focus on during the innovation process. The theory of Jobs to be Done was developed by Tony Ulwick and later by Clayton Christensen of Harvard Business School as a complement to his theory of disruptive innovation. Jobs to be Done is a lens through which companies can view their innovation initiatives. People buy products and services to get a “job” done, and the products that are successful are those which help the customer get a job done faster, more easily and less expensively. When a company understands in detail what a functional job is, it is more likely to be able to create solutions to help the customer get a job done more effectively. When the customer can get a job done more easily with a given product, the product will likely be more successful. Use the templates to identify your customers’ most important jobs to be done and then rank order them to determine the most important jobs to address as part of your innovation efforts.

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"People don’t want to buy a quarter-inch drill. They want a quarter-inch hole." (Theodore Levitt, Harvard marketing professor). Jobs-to-be-done is one of those concepts that intuitively makes so much sense, and yet still isn’t that widely known or used. The idea that you should focus on the job that someone is trying to do, rather than just the means of achieving , is not a revolutionary one, but is nonetheless incredibly powerful and insightful. As Clay Christensen, one of the fellow architects of jobs-to-be-done, has said, "In hindsight the job to be done is usually as obvious as the air we breathe. Once they are known, what to improve (and not to improve) is just as obvious". This interactive and hands-on workshop, from UX Cambridge 2017 covers how to use jobs-to-be-done to not only come up with innovative ideas, but to research and design better user experiences, regardless of whether someone is starting from a blank sheet, or improving an existing product or service. It includes how to identify jobs-to-be-done, how to use job stories to help frame jobs-to-be-done and how to enhance personas, user journey maps and even user stories using jobs-to-be-done.

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1. written, illustrated and performed by Claudio Perrone agilesensei.com popcornflow.com a3thinker.com Jobs to be done @agilesensei Breakthrough Innovation with claudio@agilesensei.com

2. “How do you create customer value?” Through the development of people Attend to folks’ needs Listen to the “Voice of the Customer” Get out of the building Just do it Growth hack it

3. Operational excellence is not enough Customer 12 min 16.5 min 73% 5.5 min 0.5 min 1.0 min 5.0 min 2.0 min 0.5 min 2.0 min Value Adding Time (VAT) Non VAT Proc. Lead Time:: Total Cycle Time: Proc. Efficiency:

4. No matter how hard we try, We are still wide open to disruption faster cheaper better quality (incrementally) innovative Customer “Different” Competition

5. the Traditional approaches are not that effective

6. we have one fundamental assumption Customers don’t know what they want!

7. In fact, customers usually know what they want to accomplish… I want faster horses! …but express their needs through the solutions and ideas they can see today.

8. What causes people to buy?

9. They “hire” a product or service to get the job done. Prof Clayton Christensen People encounter situations that drive the need to accomplish a job. The job – not the customer – is the fundamental unit of analysis.

10. Pull of the new solution 4 forces affect purchasing decisions Push of the situation Drive FORWARD New way Habit of the present Anxiety of the new choice Hold back Business as usual Based on the work Of the re-wired group (jobstobedone.org) #JTBD

11. Forces evolve over time Based on the work Of the re-wired group (jobstobedone.org) #JTBD First Thought Passive Looking Active Looking Deciding Consuming Satisfaction “Finished” or Experienced Event #1 Event #2 Buying Or

12. Bob Moesta The Re-‐Wired Group We only talk to people who have bought because embedded in their choice set is the value code of what they are willing to switch from and to.

13. How do we capture it? First Thought Active Looking Deciding Buying Consuming Event #1 Event #2 “Finished” or Experienced Satisfaction Passive Looking Climax (and Hook) Moment of struggle Time bombInciting incident Resolution Documentary: “The Switch” (Yep, I’m working on it. Stay tuned.)

14. Anthony Ulwick Strategyn Before you can determine what solutions they’ll want, figure out: •  What jobs customers want to get done •  What metrics they use to define the successful execution of a job Can we go even further?

15. Anatomy of a story As a mobile user, I want a longer antenna so that I can have a better reception I want to minimise the likelihood that the conversation drops Context, situation, job, or job step Outcome, need, or measure of improvement Warning: early assumptions V.S. When I’m calling a friend User story Job story/outcome

16. Job Stories Selected Options Product Backlog (User stories)2 One does not replace the other! jobs stories (problem space) lead to user stories (solution space).

17. Are you competing like any other product in a pharmacy shelf?

18. Disrupt or die

19. Claudio Perrone claudio@agilesensei.com @agilesensei Next is now agilesensei.com popcornflow.com a3thinker.com

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