8x Innovation Success - Create Products That Sells! - Johann Botha, Agile ADapT

8x Innovation Success -
Create products that
sells!
MASTER
CLASS
Johann Botha
CHIEF ARCHITECT
AGILE ADAPT
JOHANNESBURG ~ OCTOBER 19 - 20, 2023
DIGIMARCONSOUTHAFRICA.CO.ZA | #DigiMarConSouthAfrica

Johann Botha
CEO getITright® & Chief Architect Agile ADapT®

Agile ADapT® is a registered wordmark and the ADapT Logo
and Triangular Icon are trademarks of getITright (NL) BV.

PROBLEM STATEMENT
Facts and Figures
Most organizations don’t innovate (99%+)
Successful organizations ALL innovate (100%)
Traditionally 80%+ innovation attempts fail to deliver what was
promised.
Successful innovation attempts seldom leads to commercial success
Unicorns spend between 5 and 22% of revenue (not profit!) innovation
Traditional (industrial age) organizations fails faster and more often
Digital Transformation efforts fails to deliver the promised commercial
value more than 70%

The solution is Agile ADapT®
The solution to the problem is an Innovation Driven, Business Agility
and Digital Transformation Method we developed between 2018 and
2021 (www.agile-ADapT.com).
Results
1. 3x Digital Transformation Success
2. 5x Innovation Success (sometimes up to 8x)
3. Developed for NON-TECHNICAL Organizational Leaders and
Managers
4. Evolutionary change virtually guarantees success (little change,
every 3 months).

L2R & T2B: Roger Purdie (AU), Derek Venter (ZA), Krikor Maroukian (GR),
Kinda Nejen (FR), Kamel S. Abou Saleh (TR), ), Mark Jan Drenth (NL), Allen
Dixon (US), ), Marc McRay (ZA), Stephan Reinick (CN), Richard de Kock
(UK), David Cannon (US), ), Mark Biebuyck (UK), Sun Zhenpeng (CN), Nikola
Gaydarov (BG), Suzanne Van Hove (US), Melanie Askeland (ZA), Peter Brooks
(UK), David Barrow (UK), Stephanus Engelbrecht (AE), Kamales Lardi (CN),
Ivo de Wit (NL) & Claire Agutter (UK)
REPRESENTING 11 COUNTRIES
A BIG THANK YOU
to the ADapT TEAM!
For your help, support, encouragement
and commitment. You are Hero’s

Straight-forward 9 step process
repeated every 3 moths.

Straight-forward 9 step process
repeated every 3 months.

Focus of this Workshop
Agile ADapT® is a registered wordmark and the ADapT Logo and Triangular Icon are trademarks of getITright (NL) BV.

Key Concepts
Why we get better results!
• It’s a customer driven approach
• It utilizes ideas from Design Thinking
• It leverage the Design Sprint idea
BUT
• Not all innovation are equal – we defined 5 distinct types!
• Design thinking and Sprints works well for only two types of
innovation
• Other tools used to augment the approach to make the approach
useful for all Innovation Types!

• In the early 1960s, Theodor Levitt said that customers don’t buy
products but the result of using products.
• In essence, Levitt noted that the product or service is immaterial to
customers as long as they can achieve the results (outcomes) they
want to achieve!
• Peter Drucker referred to Ted Levitt when he said that
products/services help a customer to get a job done (the outcome
above).
MORE LATER…

Innovation Types
And what makes them different?

Innovation Types
Another view
EXISTING CUSTOMERS
NEW CUSTOMERS
NEW
PRODUCTS
EXISTING
PRODUCTS
1
2
3
DIVEST
5
4

What hampers Innovation Success?
& What to do to get it right?
EXISTING CUSTOMERS
NEW CUSTOMERS
NEW
PRODUCTS
EXISTING
PRODUCTS
1
2
3
DIVEST
5
4

WHAT IS JOBS-TO-BE-DONE
1. Customers employ products to get a Job Done – not to interact with
your company! This implies that your company and your
products/services should never be the focus of any customer
conversation.
2. Jobs are stable over time, even as technology changes. Technology may
help to get a job done better, but the nature of jobs doesn't change.
3. People enlist a product's assistance to get their jobs done more
effectively, easier, and faster.
4. Making the JOB the unit of analysis makes innovation predictable and
sustainable.
5. Everything that is done in an organization is a JOB.

How to win (with) customers?
The simple truth is that if you help the customer achieve their outcomes in the
simplest, most effective way – better than anyone else, they will choose you!
How do we get that right?
By understanding what the customer is trying to achieve - their desired outcome!
Understand the jobs they need to do and how they do it. Remember that jobs are
interconnected, and a job never exists in isolation.
The aim is to help a customer do the job better and more effectively. We can do
this in three ways:
1. Focus on the way they do it and make it better, or
2. Find a better way for them to get it done, or/and
3. Ensure that we can also do all the related and dependent jobs.

How does this help us?
We only know what customers want if we understand all their jobs and can
effectively tie them together.
The Jobs-to-be-Done technique tells us how we can create new products and
services that customers will want to buy or improve existing products and services
so that customers will find it difficult not to buy them from us! This is done using
types 1 to 4 innovation techniques.
Type 5 innovation is not customer-focused innovation but internally-focused
improvement and is part of the continual improvement efforts of an organization
(more on that in Step-9 of ADapT.)
The outcomes of Innovation efforts in our organization can be one of two things;
• New or changed products and services, or
• A new way of doing business. Usually this implies business model innovation
(more in step-6) or operational improvement (more in step-9.)

Understanding what job the customer needs to do is THE MOST IMPORTANT insight
we can have. If we know that, we can ensure that what we offer helps customers
get their jobs done well, cost-effectively, and with the least friction. If we can do
that, then the customer is ours!
The method used to get this insight is called job mapping and will be discussed a bit
later.
A customer job is not the same as a requirement or a feature. Jobs focus on what
customers need to get done, and features and requirements explain how a
product may help the customer while getting a job done, however, features focus
on a product, and requirements on how a customer thinks a tool can help them
to get a job done, but not the job itself.

Analysing and mapping jobs
WHERE & WHEN
CONTEXT

Needs & Outcomes
Needs are not demands for a solution – they are the job-performer’s requirements
for getting a job done.
Needs are not aspirational.
Define a need as a desired outcome statement:
Direction of Change + Unit of Measure + Object + Clarifier
Direction Unit of Measure Object Clarifier
Increase the likelihood of getting permission from manager to do X
Maximize the ability to remember the information required from the data presented
Minimize the time it takes to summarize the findings to share with customers

Various techniques exist to map jobs, but two approaches prove very helpful.
Job Interviews – that focus on Job-performer and record how jobs are done.
Switch Interviews - question why customers ‘hire’ a product for a job.
This focus on a single event of a customer switching from one product to another.
The focus is not on the product but on the job it enabled them to do!
Both techniques involve gathering data to map a job and recording sub-jobs and
tasks. Once enough information is available a job-map can be created.

Job-Map, the Process
If jobs need to be done, they must have a
beginning and an end.
Identify sub (smaller) jobs (not tasks).
A job map is not the customer journey and
does not include using your product or
service—a job map focuses on what a
customer needs to get done to achieve a
desired outcome.
• What is the beginning, and what is the end?
• What are the stages in between
• What are the steps in each stage?
DEFINE
Plan
Select
Determine
LOCATE
Gather
Access
Receive
PREPARE
Setup
Organize
Examine
CONFIRM
Validate
Prioritize
Decide
EXECUTE
Perform
Transact
Use
MONITOR
Verify
Track
Check
MODIFY
Update
Adjust
Maintain
CLOSE
Store
Finish
Conclude
The UNIVERSAL JOB-MAP can be used as a guide
RESOLVE
Diagnose
Restore
Fix

Job-map Example
Here is an example of a job
mapped against the Universal
Job-Map headings using Post It
notes.
Note that none of the steps are
about how your or anyone else's
product is used.
Job maps are about how the
customer gets a job done and
are product and technology-
agnostic.
A job map maps what people are
trying to get done –NOT what
they are doing (which will
include the current tool or tech).
Agile ADapT® is a registered wordmark and the ADapT Logo and Triangular Icon are trademarks of getITright

Design Thinking and Jobs to be Done
We devised a simple innovation method that we call the Innovation Spring. The
original idea comes from the GV design sprint, and although the Innovation Sprint
remains some of the design sprint techniques used, Innovation Sprints are very
different.
Like GV, we use concepts and tools commonly used in design-thinking, UX, and CX.
However, we realized that no one approach works for all innovation types.
Although the Innovation Sprint technique is built around a core set of activities,
we use variations on the theme when tackling different types and categories of
innovation.
You can now learn ONE technique and use it in all contexts!

Design Thinking and Jobs to be Done
Design Thinking often uses techniques to try and understand customers, but these
techniques are less effective than Jobs-to-be-Done.
An intimate understanding of how what you sell adds value to the customer is a
crucial innovation outcome!
Jobs-to-be-done is a neglected way of looking at product design because it relies on
a deep understanding of a customer’s work and desired outcomes. It takes a fair
amount of effort to get that level of insight.
Designers and innovators then use more uncomplicated techniques, but none have
such a deterministic effect on successful innovation outcomes as jobs-to-be-done.

The origins of Jobs-to-be-done
‘People don’t buy ¼” drills, they buy ¼” holes (Theodor Levitt - 1960)
‘It starts with a job to be done (Peter Drucker – 1985)
‘Customers hire products and services to get a job done.’ (Clayton Christensen –
2016)
“Only after knowing what jobs customers are trying to get done and what
outcomes they are trying to achieve are companies able to systematically and
predictably identify opportunities and create products and services that deliver
significant new value. Only then can they figure out What Customers Want.”
(Anthony Ulwich – 2017)

Design Thinking vs
Agile ADapT
Innovation Sprint
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
IMPLEMENT
UNDERSTAND
CUSTOMER
JOBS
DEFINE
PROBLEM
TO SOLVE
IDEATE
PROTOTYPE
VALIDATE
REFINE
IMPLEMENT
PROBLEM SPACE (WHAT & WHY) SOLUTION SPACE (HOW)

WAYS TO THINK
THE DOUBLE DIAMOND

Innovation Sprint Heuristics
• Never mix the Problem Space and the Solution Space!
• Never Diverge and Converge at the same time
• Divergent thinking is more effective if done individually
• Convergent thinking is more effective if done as a group
• Be present and in the moment. When you innovate, dedicate your time to the
effort

Innovation Sprint activities – Problem Space
A deep understanding of customer needs is the primary input into the innovation
process. Many techniques can be used, but the best ones are those whose answer
comes from the customers themselves!
If Jobs-to-be-done is used, job mapping must occur before the Innovation Sprint!
The first day's activities focus on this deep understanding and defining an
innovation problem to be solved!
Day two is spent on idea generation and techniques like crazy-8s, storyboarding,
storytelling, solution sketching, and voting. Voting is often used to select the one or
two ideas the team will focus on when creating a prototype.
The morning is typically used for diverging and getting as many ideas related to the
innovation problem as possible. For example, convergent activities in the afternoon
include evaluating ideas and voting to narrow the team's focus!

Innovation Sprint activities – Solution Space
The last two days of the Innovation Sprint are spent in the Solution Space. On day
3, teams will select an appropriate prototyping technique and build a prototype to
show real customers on day 4. The prototyping techniques will be relatively low-
fidelity and include paper prototyping, wire-framing, sales literature, a role-play, or
product box design.
Questionnaires used on day four will also be designed on day 3.
Day 4 is spent showing customers the prototypes created and getting honest and
direct feedback. Team members doing the assessment must be careful not to lead
the conversation but to get honest and unbiased feedback.

Innovation Sprint activities – Solution Space
Assessments should be filmed so the team can evaluate every customer
assessment and create detailed feedback documentation.
The condition of product innovation at the end of day four will be one of three:
Go (develop the product as designed in more detail)
No-Go (scrap the idea and place the item back in the list of ideas to explore
later)
Go-but-go again (repeat the sprint, fix the issues identified, and show it to
customers again!)

It’s not about Tech,
but tech may be a game-changer!
A key element in developing innovative solutions for customers is digital
technology.
Digital is important in two ways:
1. It enables us to do customer jobs in ways previously not possible, but more
importantly,
2. It changes the way people and society do things.
Denying that most people engage with products and services digitally (more
especially via a mobile device) would be a mistake.
Even the most traditional services or products now have a digital element, and
organizations not mastering this as part of what they offer the wayside will leave
customers!

The Innovation Sprint
Steps
• Pre-work (+/-40 hrs.)
• Research – Job Theory
• Prepare the innovation context and space
• The Sprint
• Day 1 – Morning – Understand the Innovation Problem
• Day 1 – Afternoon – Ideation
• Day 2 – Morning – Decide how to progress
• Day 2 – Afternoon – Storyboarding and high-level design
• Day 3 – Prototyping
• Day 4 – Morning – Test with real users or customers
• Day 4 – Afternoon – retrospective and next steps

THANK YOU FOR ATTENDING
GET one of the ADapT BOOK FREE!
1. Be in this session
2. Connect LinkedIn.com/in/johannhbotha
3. Join the ADapT Group at LinkedIn.com/groups/8911226/

8x Innovation Success - Create Products That Sells! - Johann Botha, Agile ADapT

8x Innovation Success - Create Products That Sells! - Johann Botha, Agile ADapT

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