Practical JTBD: A Way Of Seeing
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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. Although companies like Strategyn and The Rewired Group have been using JTBD for many years, the framework has gotten a lot of attention recently. Still, practical approaches to applying the concept of JTBD in real-world settings is largely missing. This workshop is designed to give you concrete, practical skills use can use to apply JTBD right away to your work.
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Practical JTBD: A Way Of Seeing
- 1. Practical Jobs To Be Done: A Way Of Seeing
- 2. @JimKalbach
- 3. AGENDA 1. What are JTBDs? 30 minutes 2. Discover value 60 minutes Break 15 minutes 3. Define value 45 minutes 4. Design value 30 minutes 5. Deliver value 15 minutes 6. (Re)define value 15 minutes
- 4. 1. WHAT ARE JTBDs?
- 5. “People don’t want a quarter-inch drill, they want a quarter-inch hole.” THEODORE LEVITT
- 8. JOBS TO BE DONE (JTBD) Why people “hire“ a product or service Progress toward a goal Process of solving a problem or evolving
- 10. WHAT‘S THE JTBD?
- 11. WHAT‘S THE JTBD?
- 13. MAPPING
- 15. WHAT‘S THE JTBD?
- 16. WHAT‘S THE JTBD? “If you can’t identify an exit strategy, you can’t identify your market” Michael Boysen
- 17. DON‘Ts Reference technology Indicate solutions Mention specific methods Don‘t use AND or OR RULES FOR FORMULATING JTBD DOs Start with a verb Focus on outcome of a process Indicate context / granularity Represent user‘s perspective
- 18. SCENARIO You work for a software company called “Evensity“ that is developing a service that enhances a conference attendee‘s experience. You‘re launching a new solution that will eventually be used before, during and after an event by your customers. There are many aspects of attending events you could focus on. Your team is looking to prioritize capabilities and focus the over strategic direction to get started. Target job executor Conference goer Core functional job Attend an industry event to continue professional development
- 21. EXERCISE: FORMULATE JTBD INSIGHT JTBD You learned that getting permission from a boss to attend a conference is a big hurdle People expressed that there are so many conferences these days, they don’t know which to attend You observed people taking photos of slides with a mobile phone Many people said that it’s hard to remember references while a presenter is speaking Attendees often complained about poor wifi at conference venues People worked on PowerPoint presentations summarizing their experience for colleagues back at the office who couldn’t attend 1
- 23. • 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
- 24. DIMENSIONS: “HIRING“ A KEYLESS LOCK • FUNCTIONAL - Control access to my home • EMOTIONAL - Feel secure and safe • SOCIAL - Let visitors in, keep strangers out
- 26. 1. Define job executor 2. Formulate core functional job 3. Conduct interviews 4. Extract JTBD 5. Create Job Map 6. Prioritize desired outcomes
- 27. 4. EXTRACT JTBD Look for verbs
- 28. 5. MAP JTBD
- 29. NOT A CJM
- 30. NOT A CJM
- 31. 2EXERCISE: CREATE JOB MAP PART 1 Individually, read ONE interview and comb JTBD. Write ~5 functional jobs on individual sticky notes beginning with an action verb.
- 32. 2EXERCISE: CREATE JOB MAP PART 1 Individually, read ONE interview and comb JTBD. Write functional jobs on individual sticky notes beginning with an action verb. PART 2 a. As a group, map your JTBD to “before,“ “during,“ and “after“ b. Then map to the 8 standard phases of a job map and re-label: Define, locate, prepare, confirm, execute, monitor, modify, conclude.
- 34. BEFORE DURING AFTER Define Locate Prepare Confirm Execute Monitor Modify Conclude
- 35. BEFORE DURING AFTER Decide Plan Prepare Attend Network Record Summarize Report
- 36. 3. DEFINE VALUE
- 37. 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 No “ands” or “ors”
- 38. 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
- 39. 9 Importance 3 Satisfaction Satisfaction Gap 6 Importance + Satisfaction Gap = Opportunity score 9 + 6 = 15
- 41. 3EXERCISE: PRIORITIZE PART 1 Individually, formulate desired outcome statements based on the job map. Write about 3 each on separate sticky notes. Examples: • Increase the chance of getting permission from boss • Maximize the amount of relevant information captured during event • Minimize the time it takes to summarize notes from an event
- 42. 3EXERCISE: PRIORITIZE PART 1 Individually, formulate desired outcome statements based on the job map. Write about 3 each on separate sticky notes. PART 2 As a group, prioritize the desired outcomes on a 2x2 grid: satisfaction vs importance
- 46. 4. DESIGN VALUE
- 47. DESIGN VALUE Job Stories Alan Klement, “Replacing The User Story With The Job Story”
- 48. #2 – DESIGN FOR THE MARKET
- 49. DON‘Ts Reference technology Indicate solutions Mention specific methods RULES FOR FORMULATING JTBD DOs Start with a verb Focus on outcome of a process Indicate context / granularity Represent user‘s perspective
- 50. 4EXERCISE: WRITE JOB STORIES PART 1 As a group decide on a desired outcome that has the most potential for Evensity. Locate where that would fall on the job map. Write as many job stories as you can, getting more and more granular as needed. BONUS: Sketch a version of the solution from the job stories
- 51. 5. DELIVER VALUE
- 52. WHAT‘S THE JTBD?
- 53. WHAT‘S THE JTBD?
- 54. SPEAK TO THE MARKET Shift language to reflect JTBD BEFORE Our conference software features integrations with professional networking platforms. AFTER Connect with people you meet to increase your professional network
- 55. Functional job (1) Desired outcome Situation & Motivation Functional job (2) Emotional job Social job
- 56. 5EXERCISE: SPEAK TO THE MARKET PART 1 Compose a few marketing messages for Evensity that highlight different jobs to be done PART 2 Write a help desk article for a key feature you‘re focusing on using the JTBD pattern.
- 58. WHAT IS A MARKET? 0 20 40 60 80 100% Segment A Competitor A Competitor B Competitor C Other $XM Segment B $XM Seg C $XM Seg D $XM Seg E $XM Seg F $XM $XM Sales (year, unit) Other Total = $XX Billion T.A.M.
- 59. Disruption Sustaining WHAT IS “DISRUPTION“? Lower performance: Cheaper Easier Quicker Convenient PERFORMANCE TIME MARKET DEMAND LOW HIGH
- 60. Encyclopedias Wikipedia Book stores Amazon CDs MP3 Film photography Digital photography Premium airlines Budget airlines Rental cars Car sharing Telephone VOIP
- 61. GoToMeeting gets high-definition video conferencing chamilton Aug 2, 2011 - 5:00 AM CDT
- 64. 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. Quoted in: The Myths of Innovation, SCOTT BERKUN, 2007 SCOTT COOK Founder of Intuit
- 65. WHAT MARKET ARE YOU REALLY IN?
- 66. WHAT MARKET ARE YOU REALLY IN?
- 67. WHAT MARKET ARE YOU REALLY IN?
- 68. WHAT MARKET ARE YOU REALLY IN?
- 69. JTBDs give designers a way of capturing insight that leverages our skills to help businesses succeed.
- 70. RESOURCES