At an increasing rate companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions. Through these three sessions I tried to give some tools and ideas, to help participants start digging into ways of finding the right approach for their company.

1. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014
HELGE TENNØ
PART I: THE LEARNING ORGANISATION
PART II: THE CUSTOMER GAP
PART III: BUSINESS DESIGN

2. THIS SLIDESHOW INCLUDES THE SLIDES
FROM THREE INTERACTIVE SESSIONS AT
ONE HYPER ISLAND OPEN MASTER CLASS
IN STOCKHOLM SEPT. 2014
!
THE GOAL IS TO HAVE THE
PARTICIPANTS THROUGH DISCUSSIONS
AND WORKSHOPS FIND
THE ANSWERS THEMSELVES.

3. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014
HELGE TENNØ
PART I: THE LEARNING ORGANISATION

4. Datainnovation is the output - learning is the input

7. 3 FIRST TYPES OF INSIGHTS
- STRUCTURED DATA -

8. 3 FIRST TYPES OF INSIGHTS
- STRUCTURED DATA - - HUMAN SCIENCE DATA -
SENSEMAKING

9. VIDEO LINK: HTTP://VIMEO.COM/98126564

10. 3 FIRST TYPES OF INSIGHTS
- STRUCTURED DATA - - HUMAN SCIENCE DATA -
SENSEMAKING

11. 3 FIRST TYPES OF INSIGHTS
- STRUCTURED DATA - - UNSTRUCTURED DATA - - HUMAN SCIENCE DATA -
SENSEMAKING
BIG DATA

13. VIDEO LINK: HTTP://YOUTU.BE/KYG80OP2WHM

14. 3 FIRST TYPES OF INSIGHTS
- STRUCTURED DATA - - UNSTRUCTURED DATA - - HUMAN SCIENCE DATA -
SENSEMAKING
BIG DATA

15. YOUR
SOURCES
OF INSIGHT
STRUCTURED
DATA
EMPLOYEES
UNSTRUCTURED
DATA
SENSEMAKING
CREATING A CULTURE WHERE EMPLOYEES
CONTINUOUSLY FUEL THE ORGANIZATION
WITH IDEAS AND INSIGHTS
INVITING AND INVOLVING
CUSTOMERS IN THE CO-
CREATION OF OFFERINGS
EXISTING AND ACCESSIBLE OWNED DATA
FROM SPREADSHEETS OR DATABASES
UNORGANIZED DATA. EXTERNAL SOURCES.
OFTEN OUTSIDE OF THE TRADITIONAL FIELD
OF VIEW OF RESEARCH.
THE HUMAN SCIENCE APPROACH TO
UNDERSTANDING CUSTOMERS. OBSERVING
WITHOUT HYPOTHESIS. A SITUATIONAL APPROACH
CUSTOMER
CENTRICITY
RAPID
EVALUATION
LAUNCHING AND LEARNING FROM IDEAS LIVE IN
THE MARKETPLACE TESTING THEM ON CONSUMERS
AS REAL IDEAS/OFFERINGS
CO-CREATION
UNSTRUCTURED
DATA
SENSEMAKING
EMPLOYEES
CUSTOMERS
CO-CREATION
RAPID
EVALUATION
STRUCTURED
DATA
DESIGNING SERVICES IN ORDER
TO COLLECT BRAND NEW TYPES
OF DATA
SERVICES
AND TOOLS

16. A WHOLE NEW INNOVATION BALL GAME
THROUGH CREATIVE CO_CREATION

17. YOUR
SOURCES
OF INSIGHT
STRUCTURED
DATA
EMPLOYEES
UNSTRUCTURED
DATA
SENSEMAKING
CREATING A CULTURE WHERE EMPLOYEES
CONTINUOUSLY FUEL THE ORGANIZATION
WITH IDEAS AND INSIGHTS
INVITING AND INVOLVING
CUSTOMERS IN THE CO-
CREATION OF OFFERINGS
EXISTING AND ACCESSIBLE OWNED DATA
FROM SPREADSHEETS OR DATABASES
UNORGANIZED DATA. EXTERNAL SOURCES.
OFTEN OUTSIDE OF THE TRADITIONAL FIELD
OF VIEW OF RESEARCH.
THE HUMAN SCIENCE APPROACH TO
UNDERSTANDING CUSTOMERS. OBSERVING
WITHOUT HYPOTHESIS. A SITUATIONAL APPROACH
CUSTOMER
CENTRICITY
RAPID
EVALUATION
LAUNCHING AND LEARNING FROM IDEAS LIVE IN
THE MARKETPLACE TESTING THEM ON CONSUMERS
AS REAL IDEAS/OFFERINGS
CO-CREATION
UNSTRUCTURED
DATA
SENSEMAKING
EMPLOYEES
CUSTOMERS
CO-CREATION
RAPID
EVALUATION
STRUCTURED
DATA
DESIGNING SERVICES IN ORDER
TO COLLECT BRAND NEW TYPES
OF DATA
SERVICES
AND TOOLS

18. INSIGHT:
YOUR JOB IS NOT TO FIGURE OUT HOW DATA WORKS - BUT TO
UNDERSTAND THAT YOU CAN ASK COMPLETELY NEW QUESTIONS IN
ORDER TO UNDERSTAND THE CUSTOMER AND THE JOB THEY ARE DOING.
THE GOAL IS TO BE AS CREATIVE WHEN IT COMES TO
FIGURING OUT WHICH QUESTIONS YOU ASK AS YOU
ARE WHEN TRYING TO FIGURE OUT WHICH NEW
PRODUCTS TO INVENT.

19. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014
HELGE TENNØ
PART I: THE LEARNING ORGANISATION

20. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014
HELGE TENNØ
PART II: THE CUSTOMER GAP

23. WHAT IS THE CHANGE?QUESTION

24. -THE CUSTOMER GAP-

25. -THE CUSTOMER GAP-
WHICH GAP EXIST BETWEEN YOU AND YOUR CUSTOMERS, AND
WHICH GAPS DO YOU ANTICIPATE WITHIN THE NEXT THREE YEARS?
DISCUSS

26. [HAPPENS WHEN ORGANISATIONS HAVE REDUNDANT METHODS (COMMON ARE WORLDVIEW, SILOS,
GOALS AND MANAGEMENT) TO OPERATE OR TOOLS TO UNDERSTAND THE WORLD]

27. THE JOB-TO-BE-DONE

29. THE JOB-TO-BE-DONE
WHY IS IT MORE IMPORTANT TO UNDERSTAND WHAT
PEOPLE ARE DOING AS OPPOSED TO WHO THEY ARE?
DISCUSS

30. VIDEO LINK: HTTP://YOUTU.BE/F84LYMES67Y

31. HOW WOULD YOU IMPROVE THE MILKSHAKE?QUESTION

32. TASK
-HOW WOULD YOU IDENTIFY OR
CATEGORISE YOUR CUSTOMERS?
- HOW WOULD IT HELP YOU IMPROVE
PRODUCTS OR SERVICES?
- HOW DOES IT HELP YOU EARN BRAND
NEW MONEY?
QUESTION:
METHOD: INTERVIEW EACH OTHER ON JOBS_TO_BE_DONE
APPLIED IN YOUR COMPANY - TWO AND TWO

33. TASK
AS CONSUMERS - TO WHICH JOB
ARE YOU HIRING THESE
COMPANIES/ORGANISATIONS?
QUESTION:
IN THE GROUPS FOR FOUR MINUTES:
- PICK TWO LOGOS AND DISCUSS
METHOD:
WHENI'M IWANTTO SOTHATICAN
(SITUATION) (MOTIVATION) (ROOTCAUSE/AMBITION)

34. TASK
A. IN YOUR GROUPSMETHOD:

35. TASK
A. FORM GROUPS OF THREE
B. EVERYBODY STAND UP - PICK THE
PERSON OF MEDIUM HEIGHT
METHOD:

36. TASK
A. FORM GROUPS OF THREE
B. EVERYBODY STAND UP - PICK THE
PERSON OF MEDIUM HEIGHT
C. THIS PERSON FINDS A PRODUCT SHE/HE
IS HIGHLY PASSIONATE ABOUT - NOT
YOUR OWN!
METHOD:

37. TASK
A. FORM GROUPS OF THREE
B. EVERYBODY STAND UP - PICK THE
PERSON OF MEDIUM HEIGHT
C. THIS PERSON FINDS A PRODUCT SHE/HE
IS HIGHLY PASSIONATE ABOUT
D. THE OTHER PEOPLE ARE GOING TO
INTERVIEW HER/HIM IN ORDER TO
FIGURE OUT WHICH JOBS SHE/HE IS
HIRING THE PRODUCT FOR.
METHOD:

38. TASK
A. FORM GROUPS OF THREE
B. EVERYBODY STAND UP - PICK THE
PERSON OF MEDIUM HEIGHT
C. THIS PERSON FINDS A PRODUCT SHE/HE
IS HIGHLY PASSIONATE ABOUT
D. THE TWO OTHER PEOPLE ARE GOING TO
INTERVIEW HER/HIM IN ORDER TO
FIGURE OUT WHICH JOBS SHE/HE IS
HIRING THE PRODUCT FOR.
E. EXHAUST THE PERSON - AND THEN
SOME - ONLY THROUGH EXHAUSTIVE
QUESTIONING, ASKING WHY AND
FINDING CREATIVE WAYS TO EXPLORE
THE MIND OF THE PERSON BEING
INTERVIEWED WILL WE FIND VALUABLE
ANSWERS.
METHOD:

39. TASK
A. IN THE SAME GROUP AND WITH THE SAME
PERSON BEING INTERVIEWED - EXPLORE
THE METHOD FURTHER….
B. UNDERSTAND THE JOB IN ACCORDANCE
WITH THE DIFFERENT ELEMENTS
METHOD:

40. 8BARRIERS
What are the pains in the job the
product or service is solving?
MOTIVATION
What motivated the customer to pull
the product into their life?
The last time they did the job and
didn’t use the product - what did they
use?
GAINS
ROOT CAUSE / AMBITION
What is the root cause for the
customer doing the job?
RESCUE
What assets in today’s job could be
set free and digitized?
BYPASS
What process in today’s job
could as well be skipped?
RECONFIGURE
INDIVIDUALIZATION
What would the customer gain from
individual tailoring of the product?
SUPPORT
LONGEVITY
What would the customer gain from the company
helping with the job every day / in their every day
processes?
#ROLE
SOCIAL
What is the social role of the job?
#ROLE
FUNCTIONAL
What is the functional role of the job?
#ROLE
EMOTIONAL
What is the emotional role of the job?
JOB_TO_BE_DONE
In the customer’s words - what is the job they are doing that
causes them to pull the product or service into their life?
THE CUSTOMER_JOB_TO_BE_DONE CANVAS- HT_PROTOTYPE_002
The Customer_Job_To_Be_Done Canvas is built on the ideas of Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse in their MIT Sloan Management Review Article Finding The Right Job For Your Product.
It is also extended/influenced by Shoshana Zuboff’s McKinsey Quarterly Article Creating Value in The Age of Distributed Capitalism.
THIS TOOL IS A PROTOTYPE. NEVER USE IT AS IT IS. BUT UNDERSTAND IT, YOUR OWN SITUATION AND CUSTOMER JOB’S - AND THEN REDESIGN IT TO YOUR INDIVIDUAL NEEDS. GOOD LUCK
SITUATION/LIFECYCLE
What, where, when and why did the job occur? As a decision
journey or as a part of the customers everyday processes?
“
HELGE
TENNØ
HELGETENNO.COM
THE JOB THE CUSTOMER THE OPPORTUNITIES

41. TASK
FOR FIFTEEN MINUTES - EXPLORE THE
MODEL, FIND SOME ANSWERS.
!
PRESENT TO THE REST OF THE CLASS WHICH
BOXES YOU CHOSE AND WHICH ANSWERS
YOU FOUND.

42. 8BARRIERS
What are the pains in the job the
product or service is solving?
MOTIVATION
What motivated the customer to pull
the product into their life?
The last time they did the job and
didn’t use the product - what did they
use?
GAINS
ROOT CAUSE / AMBITION
What is the root cause for the
customer doing the job?
RESCUE
What assets in today’s job could be
set free and digitized?
BYPASS
What process in today’s job
could as well be skipped?
RECONFIGURE
INDIVIDUALIZATION
What would the customer gain from
individual tailoring of the product?
SUPPORT
LONGEVITY
What would the customer gain from the company
helping with the job every day / in their every day
processes?
#ROLE
SOCIAL
What is the social role of the job?
#ROLE
FUNCTIONAL
What is the functional role of the job?
#ROLE
EMOTIONAL
What is the emotional role of the job?
JOB_TO_BE_DONE
In the customer’s words - what is the job they are doing that
causes them to pull the product or service into their life?
THE CUSTOMER_JOB_TO_BE_DONE CANVAS- HT_PROTOTYPE_002
The Customer_Job_To_Be_Done Canvas is built on the ideas of Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse in their MIT Sloan Management Review Article Finding The Right Job For Your Product.
It is also extended/influenced by Shoshana Zuboff’s McKinsey Quarterly Article Creating Value in The Age of Distributed Capitalism.
THIS TOOL IS A PROTOTYPE. NEVER USE IT AS IT IS. BUT UNDERSTAND IT, YOUR OWN SITUATION AND CUSTOMER JOB’S - AND THEN REDESIGN IT TO YOUR INDIVIDUAL NEEDS. GOOD LUCK
SITUATION/LIFECYCLE
What, where, when and why did the job occur? As a decision
journey or as a part of the customers everyday processes?
“
HELGE
TENNØ
HELGETENNO.COM
THE JOB THE CUSTOMER THE OPPORTUNITIES

43. TASK
FOR TWO MINUTES DISCUSS THE JOB YOU
WANT TO PRESENT AND DECIDE ON THE
PERSON PRESENTING
METHOD:

44. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014
HELGE TENNØ
PART II: THE CUSTOMER GAP

45. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014
HELGE TENNØ
PART III: BUSINESS DESIGN

49. WHY SHOULD CUSTOMERS CARE ABOUT YOUR PRODUCT?
DISCUSS

51. JOIN INTO GROUPS
!
IF YOU ARE MORE THAN ONE FROM ONE
COMPANY - GET TOGETHER WITH THE
OTHERS IN YOUR COMPANY
!
IF YOU ARE ONE - GET TOGETHER WITH
OTHERS FROM THE SAME OR SIMILAR
INDUSTRY 2-4 IN EACH GROUP
!
THE REST CREATE OPEN GROUPS
2-4 PEOPLE IN EACH GROUP
TASK:

52. IN GROUPS - FIGURE OUT
CREATE YOUR OWN COMPANY’S
COMPETITOR USING A CUSTOMER
CENTRIC APPROACH
TASK:
USE JOBS_TO_BE_DONE - FIND THE CORE AMBITION
INCENTIVISING YOUR CUSTOMERS TO HIRE YOUR
COMPANY, PRODUCT OR SERVICE.
1. CUSTOMER
JOB-2B-DONE:
THE VALUE PROPOSITION IS HOW
THE COMPANY SOLVES THE JOB
PRODUCING WHICH UNIQUE VALUE.
CUSTOMER AMBITION + COMPANY’S ABILITIES
2. VALUE
PROPOSITION:
WHAT DO YOU NEED TO DELIVER TO
ACCOMMODATE THE JOB WITH YOUR
VALUE PROPOSITION?
3. DELIVERY:
WITH NO CHANCE OF FAILURE!!
WHAT DO YOU NEED TO
DELIVER TO ACCOMMODATE
THE JOB WITH YOUR VALUE
PROPOSITION?
PROPOSITION
HOW THE COMPANY
SOLVES THE JOB
PRODUCING
WHICH UNIQUE VALUE.
CUSTOMER AMBITION +
COMPANY’S ABILITIES
2. VALUE
3. DELIVERY
JOB-TO-BE-DONE
INCLUDES ROOT CAUSE
1. CUSTOMER
“
COMPANY’S
ABILITIES
CUSTOMER
JOB_TO_BE_DONE
COMPETITORS
OFFERINGS

53. WHAT DO YOU NEED TO
DELIVER TO ACCOMMODATE
THE JOB WITH YOUR VALUE
PROPOSITION?
PROPOSITION
HOW THE COMPANY
SOLVES THE JOB
PRODUCING
WHICH UNIQUE VALUE.
CUSTOMER AMBITION +
COMPANY’S ABILITIES
2. VALUE
3. DELIVERY
JOB-TO-BE-DONE
INCLUDES ROOT CAUSE
1. CUSTOMER
“
COMPANY’S
ABILITIES
CUSTOMER
JOB_TO_BE_DONE
COMPETITORS
OFFERINGS
CUSTOMER CENTRIC
BUSINESS PROPOSITION & DELIVERIES
- START IN THE MIDDLE AND WORK OUTWARDS -

54. An example of a
VALUE PROPOSITION
We help clients move in the pace of technology, the market
and their customers.
!
By dismantling preconceived ideas, thinking, creating and
delivering on business strategy and customer insight,
designing and operating the offerings they need to stay in
motion, competitive and attractive to 21st century
customer demands and be ground breaking in the industries
they are shaping.
COMPANY’S
ABILITIES
CUSTOMER
JOB_TO_BE_DONE
COMPETITORS
OFFERINGS

56. TASK
IN GROUPS
CREATE YOUR OWN
COMPANY’S COMPETITOR’S
BUSINESS MODEL
TASK:

57. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014
HELGE TENNØ
PART III: BUSINESS DESIGN