The document outlines a strategic approach to identifying and addressing 'jobs to be done' within an organization, emphasizing the importance of understanding client needs and capabilities. It encourages organizations to open discussions to close capability gaps and align their strategic plans with operational execution. The strategy should be flexible, allowing for adaptations based on valid or invalid hypotheses as they arise.

1. Which Jobs to Be Done?
Jobs arise in people’s lives and
along the evolution of the
organizations that they manage.
Which of those jobs do you
want to help those people do,
in the best way possible?
Where to play?

2. What Solutions?
If you would be in the shoes of those who
have those Jobs to Be Done, for themselves
or for their organizations, how would the
Solutions to best do those jobs look like?
How to win?

3. What exactly stops you from
delivering those Solutions …
by tomorrow morning?
What required capabilities
are you missing?
What required activities
can you not perform?
Open up the discussion within
the organization for finding the
best answers to those questions.
Why not tomorrow?

4. That’s your Strategy!
Close the gaps of the required capabilities
that are missing, or that are not adequately
configured. Close the gaps of performing
the required activities, as well. Figure out
how much time you have for that.

5. Close the gaps of the required capabilities
that are missing or that are not adequately
configured. Close the gaps of performing
the required activities, as well.
That’s your Strategy!
Build a Strategic Plan with
causality-driven objectives.
Be aware of your chains
of hypotheses.
Align the Strategic Plan
within the organization.
Integrate it operationally.
Perform plan corrections.
Adapt the Strategy when
hypotheses turn out as invalid.
Execute the Strategy!