This document discusses disruptive innovation theory and its application to user experience (UX) projects. It introduces concepts like jobs-to-be-done, the four forces that influence behavior change, and applying a timeline approach to understand when innovations are disruptive. The goal is to align how design and business understand customer needs and situations in order to strengthen UX practices and drive disruptive innovations. Key tools highlighted for applying these concepts include interviews, journey mapping, and analyzing the forces that influence when customers will adopt changes.

1. Disruptive
Innovation
Theory
UX
Better Projects
Mike Rivera
UX Director
Slice of Lime
+

2. Young
Days
Early
Career
Mid
Career
1997 Mid 00s 2011
Grad
School

4. What is Disruptive
Innovation Theory?

5. http://www.christenseninstitute.org/key-concepts/disruptive-innovation-2/
…[transforming] an existing
market…by introducing
simplicity, convenience,
accessibility, and
affordability where
complication and high cost
are the status quo.”
”…[transforming] an existing
market…by introducing
simplicity, convenience,
accessibility, and
affordability where
complication and high cost
are the status quo.”
”

6. Goals
Align the tools and language
that design and business
use.
Adapt & strengthen current
UX practices.

7. Disruptive Innovation
Jobs to be Done
Four Forces

8. Time
Performance
Least demanding
Mid tier demands
Most demanding
Disruption

9. Jobs to be Done(JTBD)
Marketing Malpractice: The Cause and the Cure
http://hbr.org/2005/12/marketing-malpractice-the-cause-and-the-
cure/
Jobs-to-be-Done blog
jobstobedone.org
Critical Path podcast
https://itun.es/i6xz6Nf
Kano Analysis
http://uxmag.com/articles/leveraging-the-kano-model-for-optimal-
results
Stop Designing for ‘Users’: Design for Activities
https://medium.com/design-ux/9c5e582b3ec8

10. People don’t want to buy a
quarter-inch drill. They want
a quarter-inch hole.”
Theodore Levitt
Harvard marketing professor
“
http://hbr.org/2005/12/marketing-malpractice-the-cause-and-the-cure/

11. Situations drive behavior*
*not someone’s traits

12. Listen to music while running
Action Object of Action Focus

13. Functional
Social
Emotional
JTBD can have three dimensions

14. http://blog.mailchimp.com/new-mailchimp-user-persona-research/

15. Big Takeaway
Base decisions on customer
situations, not customer
traits

16. Tools
Interviews
5 whys
Kano Analysis

17. Four Forces & Timeline
Jobs-to-be-Done blog
jobstobedone.org
Jobs-to-be-Done Radio podcast
itun.es/i6xn5bd
Chris Spiek
twitter.com/chriscbs
Bob Moesta
twitter.com/bmoesta
BJ Fogg
bjfogg.com

18. Habit of the present Push of the situation
Anxiety of the new Magnetism of the new
Status Quo Progression

19. Habit of the present Push of the situation
Anxiety of the new Magnetism of the new
Functional
Social
Emotional
This force can trump
all others
People don’t like
change
Powerful force
Good enough”“
Drawbacks of new
Non-consumption”“

20. Passive
Looking
Active
Looking
Deciding Consuming
Exposure Event Event Purchase Experienced

21. Big Takeaway
To understand behavior, find
its causal roots

22. Tools
Interviews
Use cases
Customer journeys
Experience maps

23. Thank you
Mike Rivera
@heavywinter
Coming in November