SlideShare a Scribd company logo
written, illustrated
and performed by
Claudio Perrone
agilesensei.com
popcornflow.com
a3thinker.com
Jobs to
be done
@agilesensei
Breakthrough Innovation
with
claudio@agilesensei.com	
  
“How do you create customer value?”
Through the
development
of people
Attend to
folks’ needs
Listen to the
“Voice of the
Customer”
Get out of
the building
Just
do it
Growth
hack it
Operational excellence is not enough
Customer
12 min
16.5 min
73%
5.5 min 0.5 min 1.0 min 5.0 min
2.0 min 0.5 min 2.0 min
Value Adding Time (VAT)
Non VAT
Proc. Lead Time::
Total Cycle Time:
Proc. Efficiency:
No matter how hard we try,
We are still wide open to disruption
faster
cheaper
better quality
(incrementally)
innovative
Customer
“Different”
Competition
the Traditional approaches are not that
effective
we have one fundamental assumption
Customers don’t know
what they want!
In fact, customers usually know
what they want to accomplish…
I want faster
horses!
…but express their
needs through the
solutions and
ideas they can see
today.
What causes people to buy?
They “hire” a product or service
to get the job done.
Prof	
  Clayton	
  Christensen	
  
People encounter situations that
drive the need to accomplish a job.
The job – not the customer – is
the fundamental unit of analysis.
Pull of the new solution
4 forces affect purchasing decisions
Push of the situation
Drive FORWARD
New
way
Habit of the present
Anxiety of the new choice
Hold back
Business
as usual
Based on the work
Of the re-wired group
(jobstobedone.org)
#JTBD
Forces evolve over time
Based on the work
Of the re-wired group
(jobstobedone.org)
#JTBD
First Thought
Passive
Looking
Active
Looking
Deciding
Consuming
Satisfaction
“Finished” or
Experienced
Event #1
Event #2
Buying
Or
Bob	
  Moesta	
  
The	
  Re-­‐Wired	
  Group	
  
We only talk to people who have
bought because embedded in
their choice set is the value code
of what they are willing to
switch from and to.
How do we capture it?
First
Thought
Active
Looking Deciding
Buying
Consuming
Event #1 Event #2 “Finished” or
Experienced
Satisfaction
Passive
Looking
Climax
(and Hook)
Moment of
struggle
Time
bombInciting
incident
Resolution Documentary:
“The Switch”
(Yep, I’m working on it. Stay tuned.)
Anthony	
  Ulwick	
  
Strategyn	
  
Before you can determine what
solutions they’ll want, figure out:
•  What jobs customers want to get
done
•  What metrics they use to define
the successful execution of a job
Can we go even further?
Anatomy of a story
As a mobile user,
I want a longer antenna
so that I can have
a better reception
I want to minimise
the likelihood that
the conversation drops
Context, situation,
job, or job step
Outcome, need,
or measure of
improvement
Warning:
early assumptions
V.S.
When I’m calling a friend
User story	
  
Job story/outcome	
  
Job Stories Selected Options Product Backlog
(User stories)2
One does not replace the other!
jobs stories (problem space) lead to
user stories (solution space).
Are you competing like any other
product in a pharmacy shelf?
Disrupt or die
Claudio	
  Perrone	
  
claudio@agilesensei.com	
  
@agilesensei	
  
Next is now
agilesensei.com
popcornflow.com
a3thinker.com

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Breakthrough Innovation with Jobs To Be Done

  • 1. written, illustrated and performed by Claudio Perrone agilesensei.com popcornflow.com a3thinker.com Jobs to be done @agilesensei Breakthrough Innovation with claudio@agilesensei.com  
  • 2. “How do you create customer value?” Through the development of people Attend to folks’ needs Listen to the “Voice of the Customer” Get out of the building Just do it Growth hack it
  • 3. Operational excellence is not enough Customer 12 min 16.5 min 73% 5.5 min 0.5 min 1.0 min 5.0 min 2.0 min 0.5 min 2.0 min Value Adding Time (VAT) Non VAT Proc. Lead Time:: Total Cycle Time: Proc. Efficiency:
  • 4. No matter how hard we try, We are still wide open to disruption faster cheaper better quality (incrementally) innovative Customer “Different” Competition
  • 5. the Traditional approaches are not that effective
  • 6. we have one fundamental assumption Customers don’t know what they want!
  • 7. In fact, customers usually know what they want to accomplish… I want faster horses! …but express their needs through the solutions and ideas they can see today.
  • 9. They “hire” a product or service to get the job done. Prof  Clayton  Christensen   People encounter situations that drive the need to accomplish a job. The job – not the customer – is the fundamental unit of analysis.
  • 10. Pull of the new solution 4 forces affect purchasing decisions Push of the situation Drive FORWARD New way Habit of the present Anxiety of the new choice Hold back Business as usual Based on the work Of the re-wired group (jobstobedone.org) #JTBD
  • 11. Forces evolve over time Based on the work Of the re-wired group (jobstobedone.org) #JTBD First Thought Passive Looking Active Looking Deciding Consuming Satisfaction “Finished” or Experienced Event #1 Event #2 Buying Or
  • 12. Bob  Moesta   The  Re-­‐Wired  Group   We only talk to people who have bought because embedded in their choice set is the value code of what they are willing to switch from and to.
  • 13. How do we capture it? First Thought Active Looking Deciding Buying Consuming Event #1 Event #2 “Finished” or Experienced Satisfaction Passive Looking Climax (and Hook) Moment of struggle Time bombInciting incident Resolution Documentary: “The Switch” (Yep, I’m working on it. Stay tuned.)
  • 14. Anthony  Ulwick   Strategyn   Before you can determine what solutions they’ll want, figure out: •  What jobs customers want to get done •  What metrics they use to define the successful execution of a job Can we go even further?
  • 15. Anatomy of a story As a mobile user, I want a longer antenna so that I can have a better reception I want to minimise the likelihood that the conversation drops Context, situation, job, or job step Outcome, need, or measure of improvement Warning: early assumptions V.S. When I’m calling a friend User story   Job story/outcome  
  • 16. Job Stories Selected Options Product Backlog (User stories)2 One does not replace the other! jobs stories (problem space) lead to user stories (solution space).
  • 17. Are you competing like any other product in a pharmacy shelf?
  • 19. Claudio  Perrone   claudio@agilesensei.com   @agilesensei   Next is now agilesensei.com popcornflow.com a3thinker.com