Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-to-be-done when creating the Avaya Flare User Experience, Avaya Digital Video Device and Cloud Offer. Learning: Add focus on emotions.
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Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-to-be-done when creating the Avaya Flare User Experience, Avaya Digital Video Device and Cloud Offer. Learning: Add focus on emotions.

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Clayton Christensen's Jobs-to-be-done approach describe a series of steps to create innovation systematically. This deck describes the application of the methodology to the creation of the Avaya Flare ...

Clayton Christensen's Jobs-to-be-done approach describe a series of steps to create innovation systematically. This deck describes the application of the methodology to the creation of the Avaya Flare User Experience, the Avaya Digital Video Device and the related enterprise cloud offer. We found key for success is to add focus on emotions. And the result to be a condensed job description as more work is required to detail the solutions that it becomes testable against objectives and barriers.

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Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-to-be-done when creating the Avaya Flare User Experience, Avaya Digital Video Device and Cloud Offer. Learning: Add focus on emotions. Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-to-be-done when creating the Avaya Flare User Experience, Avaya Digital Video Device and Cloud Offer. Learning: Add focus on emotions. Presentation Transcript

  • Practical Experience with Clayton Christensen’s Innovation Methodology JOBS® to be done: add focus on emotions – the foundation of great products.Learning’s from the creation of the Avaya Flare User Experience, the Avaya Digital Video Device and the related enterprise cloud offer.
    Christian von Reventlow
    VP New Products at Avaya
    vonreventlow@yahoo.com
    This presentation represent my personal views and opinions – not the views of my employer Avaya
    1
  • Overview of the Jobs to be done Methodology to create Innovation
    JOBS® is an acronym for its 4 steps:
    Jobs-to-be-done. Description of the problem to be solved. Form: (customer) wants to (solve a problem) in (this context).
    Objectives. Criteria customers are using to decide on solutions. Includes functional objectives (should cost less than $2) and emotional and social objectives.
    Barriers. Preventing customers to use solutions. According to Christensen typically functional as “battery life beyond 2 days”.
    Solutions. Create a candidate list of different ways the job could be done. And look for outages of existing solutions.
    JOBS® was invented by Clayton Christensen, www.innosight.com
    Copyright Christian von Reventlow, 2011, vonreventlow@yahoo.com
    2
  • The context of our experience with the JOBS methodology
    Goal of the Project Avaya Flare project was to move Avaya beyond voice.
    ..adding Video Conferencing and Web Conferencing to the portfolio.
    And we learned users and customers want more…..
    Copyright Christian von Reventlow, 2011, vonreventlow@yahoo.com
    3
  • Identify the Jobs to be done.
    Visited customers and observed users during virtual conferences (Voice, Video and Web conferences):
    Found its key to observe the preparation phase of the conferences as well as the activities after the conference.
    Captured observations in the form: person x wants to solve problem y in context Z. Examples:
    "Team lead" wants to "exchange information as effective as possible" in the "distributed team" context
    "Sales person" wants to "have the latest up to date information on the calling party as fast as possible" in the "inbound call" context
    "Project team members" want to "share documents and edit them collaboratively as effective as possible" in the "distributed team" context.
    Learned that “saving time” and getting “related information” are key elements. These findings are crucial for the next step: Objectives.
    =>Thus in addition to Christensen’s method we suggest: create a list of objectives when writing the Jobs-to-be-done.
    Copyright Christian von Reventlow, 2011, vonreventlow@yahoo.com
    4
  • Adding a new step: Show and tell to learn emotions make great products
    Goal of the Avaya Flare project was to create a great product.
    Asked participants to bring products they really loved to Show and tell session. People brought woodworking tools, Iphone’s,..
    Learning’s: A great product
    Is multifunctional and simple
    Makes your eyes shine (note this is emotional)
    Feels good (note this is emotional)
    One can learn how to use it in less than 5 seconds. Means instant gratification (note this is emotional)
    => Emotions make a great product.
    Copyright Christian von Reventlow, 2011, vonreventlow@yahoo.com
    5
  • Objectives: Found functional objectives were simple
    Examples:
    100% of users are looking to save time.
    100% of users are looking to get background information to the various tasks at hand
    50% of users believe improved collaboration across geographically dispersed teams is one of the top benefits
    50% of users believe enhanced employee mobility is one of the top 3 benefits
    40% of users believe reduced costs is one of the top benefits
    35% of users believe integration access to multiple communications applications is one of the top benefits
    100% believe Satisfying the enterprise security, reliability and management requirements are a necessity.
    Copyright Christian von Reventlow, 2011, vonreventlow@yahoo.com
    6
  • Soft Objectives – key for success: Emotional & Social.
    Emotional objectives
    Innovators & Early adopters (16%) - show they are thought leaders
    Make it safe for the early majority (34%) to use the product. Specifically for senior executives face loosing is a substantial issue
    I don't want to waste time learning - have to get work done.
    Instant gratification when using it - leads to shiny eyes.
    Note we excluded the late majority (34%) and the laggards (16%) as target customers.
    Social objectives
    For leaders - 50% say: be in control.
    Be connected with the rest of the leadership team
    Allows me to more effectively broaden my network inside the organization. Add visibility. That makes me more effective and powerful (that’s emotional again)
    Allows to build a high fidelity network
    Copyright Christian von Reventlow, 2011, vonreventlow@yahoo.com
    7
  • Barriers – many of them are emotional and not functional
    Examples:
    Functional Barriers of current solutions
    35% of users say the quality/performance of current solution is not good enough
    25% of users say current solutions are difficult to use/implement
    20% of users say costs are too high
    20% of users see security issues as the barrier in current solutions
    Emotional Barriers
    39% of users were concerned that its more difficult to multitask in a video setting – reason one might face boredom.
    35% raised increased nervousness presenting
    25% of user were concerned of being controlled
    SocialBarriers
    Group adoption is required to make it productive. Late majority and laggards will only is if the group uses it.
    The leaders need to use it first – that the case in many organizations that are not “innovators”
    Copyright Christian von Reventlow, 2011, vonreventlow@yahoo.com
    8
  • Instead of step 4 solution: condensed job description
    We found that more work is required to create the solutions. Reason: the solutions need to be sufficiently detailed that you can test them against the objectives and barriers. Thus instead we created a condensed job description. It served as the focal point for the next steps:
    This is how it read. We want to build:
    An universal tool to collaborate, that saves me time. Universal like the human hand – the most versatile tool ever invented.
    The tool delivers the contextual background information I need for the job at hand.
    It feels good, makes my eyes shine when I use it and folks can learn it in less than 5 seconds. So its safe to suggest to other to use it.
    We want to make measurable if we are on track. Goal is a Net Promoter Score of 75% during development.
    => And we succeeded. Avaya Flare made it to the top of the stack of no jitters cool enterprise products 2010. It consistently rates 8.5+ out of 10 in wow factor and 9+ out of 10 in ease of use. And peopleget it in 2 seconds – means how it works.
    Copyright Christian von Reventlow, 2011, vonreventlow@yahoo.com
    9