SlideShare a Scribd company logo
Jobs To Be Done
Nikos Batsios, Agile Coach
22
Based on
3
WHAT IS
JOBS TO BE
DONE
42
__ JBTD is a collection of principles that help us to
discover and understand the interactions between
customers, their motivations, and the product they
use. These insights help us innovate __
WHAT IS A JTBD
52
o We have a JTBD when we want to make an
improvement but we don’t know how
o When a solution is found that make our life better then
there is no longer a JTBD
6
WHAT IS A JOB? WHAT MAKES IT DONE?
72
o All consumers struggle when there is a mismatch
between how their lives are now and how they would like
things to be
o This Job is Done when a customer has a solution that
takes him or her from the struggle to that better life he or
she imagines
imagine you are a
car seller
why people buy cars?
8
92
o Do people want the car itself?
o If it’s about getting from point a to point b why some people choose
to go with a bus? a bike? subway? why some people walk?
o Why there are people that buy expensive cars?
o Why there are people with different characteristics that buy the
same car type?
o How did you come to realise that you need a car instead of some
other form of transportation?
o How does owning a car makes your life better?
102
__ customers buy cars to make their life better, make
them feel independent, give them the choice to go
wherever they want __
11
it’s not about your product or what it does. it’s about what
customers can do once they use your product to make progress
12
PRINCIPLES OF
JTBD
13
JTBD PRINCIPLE #1
Customers don’t want your product
or what it does. they want to help
making their live better (see
progress)
14
JTBD PRINCIPLE #2
People have Jobs, products Don’t!
Products are example of solution to
our struggles, motivations and
aspirations
15
JTBD PRINCIPLE #3
Customers don’t define or restrict
competition based on the
functionality or physical appearance
of a product. Instead they use
whatever helps them make progress
agains a JTBD
16
JTBD PRINCIPLE #4
Innovation opportunities exist when
customers exhibit compensatory
behaviours
17
JTBD PRINCIPLE #6
Solutions come and go, while Jobs
stay largely the same. Human
motivation change slowly , therefore
Jobs change slowly!
18
JTBD PRINCIPLE #7
Favor progress over outcomes and
goals!
Customer measure progress along the
way of using a product.
Customers need to feel successful at
every touchpoint between themselves
and the business and not at the very
end when they achieve their goal
19
JTBD PRINCIPLE #8
Progress defines value, contrast
reveals value. Products have value
when customers use them on a
specific context
20
JTBD PRINCIPLE #9
Solution for Jobs deliver value
beyond the moment of use
21
JTBD PRINCIPLE #10
Solutions and Jobs should be thought as parts
of the system that work together to deliver
progress to customers.
Deliver solutions that work together a system
and help customers making progress.
Avoid local optimisation to help customers
making progress!
Customers are buying a better version of
themselves!
22
• customers have a struggle
• they imagine how their life
would be better
• they visualise them using
various solutions
• they calculate how a solution
will help them have a better life
• what customers value to a solution?
• are they using all of it or just part of
it?
• are they using it as designed or in
other ways?
• do they need to make combination
to get their job done?
• How did customers make their
life better?
• Did they get the results they
wanted?
• How close they are in the
picture they have imagined
prior using the solution?
23
24
EXAMPLE OF HOSTEL OWNERS (bananadesk)
survive: owners need to drive a lot
of guest to survive, through
different ways (hires) to get this job
done
control reservations: manage
overbooking,
control finance: manage cashflow
scale: how to sell better?
25
26
PUT SYSTEM
OF PROGRESS
TO WORK
27
#1: UNLOCK NEW STRUGGLES
Unlock people’s struggles and provide solutions to get their
job done and improve their life
Understand how their interactions with the system of
progress changes over time and what new challenges arise
Create a new product, add an extension to existing products
28
#2: THINK A COMBINATION OF PRODUCTS
Think of your products as touch points between your business and your
customers
Understand the interdependencies between the “producer” and
“customer” demand and they way interact together to help customers
make progress
Identify parts of the system that your business hasn’t considered. Keep
your focus on the whole system of progress
29
#3: BACKWARD AND FORWARD THINKING
Think of providing solutions before and after a specific
segment
Whats comes after? What struggles do people have?
What comes before that struggle? What struggles did
people have prior hiring a solution?
30
INNOVATION
AND THE
SYSTEM OF
PROGRESS
our responsibility is to
study and improve the
system
31
32
33
34
35
CUSTOMERS KNOW ONLY WHAT THE SYSTEM TELLS THEM
How does a doctor best serve the
patient?
Why Raynair is so bad at
customer experience?
Why people buy a costly iPhone?
the needs, wants, desired
outcome will change when
the system will change
36
customers have one need.
to make progress within
the systems they belong to
37
38
39
40
STARTING
HERE
41
THINKING QUESTIONS
How are customers currently struggling?
What is pushing customers to need a new solution?
How will the customers’ life become better (without
describing a solution)?
What is preventing customers for adopting a new solution?
www.agileactors.com | www.linkedin.com/company/agile-actors/
Thank you!

More Related Content

What's hot

Getting started with Job to be Done research
Getting started with Job to be Done researchGetting started with Job to be Done research
Getting started with Job to be Done research
Firmhouse
 
Jobs to be Done:Switch Workshop
Jobs to be Done:Switch WorkshopJobs to be Done:Switch Workshop
Jobs to be Done:Switch Workshop
Business of Software Conference
 
Practical JTBD
Practical JTBDPractical JTBD
Practical JTBD
Jim Kalbach
 
Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Softwa...
Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Softwa...Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Softwa...
Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Softwa...
Business of Software Conference
 
An Intro to Jobs-To-Be-Done
An Intro to Jobs-To-Be-DoneAn Intro to Jobs-To-Be-Done
An Intro to Jobs-To-Be-Done
Andrei Radulescu
 
Introduction to Jobs to Be Done
Introduction to Jobs to Be DoneIntroduction to Jobs to Be Done
Introduction to Jobs to Be Done
Michele Hansen
 
What Is Jobs-To-Be-Done?
What Is Jobs-To-Be-Done?What Is Jobs-To-Be-Done?
What Is Jobs-To-Be-Done?
Andrei Radulescu
 
Jobs To Be Done Workshop
Jobs To Be Done WorkshopJobs To Be Done Workshop
Jobs To Be Done Workshop
paulholliday
 
Product mentor jobs to be done session 3 amanda ralph 240615
Product mentor jobs to be done session 3 amanda ralph 240615Product mentor jobs to be done session 3 amanda ralph 240615
Product mentor jobs to be done session 3 amanda ralph 240615
Amanda Ralph
 
How to Make Products People Want: The Outcome-Driven Approach To Innovation
How to Make Products People Want: The Outcome-Driven Approach To InnovationHow to Make Products People Want: The Outcome-Driven Approach To Innovation
How to Make Products People Want: The Outcome-Driven Approach To Innovation
Jean-Francois Hector
 
Integrating JTBD into existing tools & frameworks / Jobs-to-be-Done Meetup Be...
Integrating JTBD into existing tools & frameworks / Jobs-to-be-Done Meetup Be...Integrating JTBD into existing tools & frameworks / Jobs-to-be-Done Meetup Be...
Integrating JTBD into existing tools & frameworks / Jobs-to-be-Done Meetup Be...
Martin Jordan
 
Breakthrough Innovation with Jobs To Be Done
Breakthrough Innovation with Jobs To Be DoneBreakthrough Innovation with Jobs To Be Done
Breakthrough Innovation with Jobs To Be Done
Claudio Perrone
 
Jobs To Be Done Framework
Jobs To Be Done FrameworkJobs To Be Done Framework
Jobs To Be Done Framework
Rupali Shah
 
Jobs to Be Done Template
Jobs to Be Done TemplateJobs to Be Done Template
Jobs to Be Done Template
Soren Kaplan
 
Product Roadmapping Workshop
Product Roadmapping WorkshopProduct Roadmapping Workshop
Product Roadmapping Workshop
Fresh Tilled Soil
 
Service Design Drinks Warsaw #1 / Uncovering the job your service is hired for
Service Design Drinks Warsaw #1 / Uncovering the job your service is hired forService Design Drinks Warsaw #1 / Uncovering the job your service is hired for
Service Design Drinks Warsaw #1 / Uncovering the job your service is hired for
Martin Jordan
 
Capturing Contexts: A workshop with jobs-to-be-done tools / Service Experienc...
Capturing Contexts: A workshop with jobs-to-be-done tools / Service Experienc...Capturing Contexts: A workshop with jobs-to-be-done tools / Service Experienc...
Capturing Contexts: A workshop with jobs-to-be-done tools / Service Experienc...
Martin Jordan
 
How to work with the JTBD framework and why UXers need to be using it
How to work with the JTBD framework and why UXers need to be using itHow to work with the JTBD framework and why UXers need to be using it
How to work with the JTBD framework and why UXers need to be using it
Carmen Brion
 
Building an MVP
Building an MVPBuilding an MVP
Building an MVP
Rolands Krumbergs
 
The Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - PrototypeThe Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - Prototype
Helge Tennø
 

What's hot (20)

Getting started with Job to be Done research
Getting started with Job to be Done researchGetting started with Job to be Done research
Getting started with Job to be Done research
 
Jobs to be Done:Switch Workshop
Jobs to be Done:Switch WorkshopJobs to be Done:Switch Workshop
Jobs to be Done:Switch Workshop
 
Practical JTBD
Practical JTBDPractical JTBD
Practical JTBD
 
Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Softwa...
Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Softwa...Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Softwa...
Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Softwa...
 
An Intro to Jobs-To-Be-Done
An Intro to Jobs-To-Be-DoneAn Intro to Jobs-To-Be-Done
An Intro to Jobs-To-Be-Done
 
Introduction to Jobs to Be Done
Introduction to Jobs to Be DoneIntroduction to Jobs to Be Done
Introduction to Jobs to Be Done
 
What Is Jobs-To-Be-Done?
What Is Jobs-To-Be-Done?What Is Jobs-To-Be-Done?
What Is Jobs-To-Be-Done?
 
Jobs To Be Done Workshop
Jobs To Be Done WorkshopJobs To Be Done Workshop
Jobs To Be Done Workshop
 
Product mentor jobs to be done session 3 amanda ralph 240615
Product mentor jobs to be done session 3 amanda ralph 240615Product mentor jobs to be done session 3 amanda ralph 240615
Product mentor jobs to be done session 3 amanda ralph 240615
 
How to Make Products People Want: The Outcome-Driven Approach To Innovation
How to Make Products People Want: The Outcome-Driven Approach To InnovationHow to Make Products People Want: The Outcome-Driven Approach To Innovation
How to Make Products People Want: The Outcome-Driven Approach To Innovation
 
Integrating JTBD into existing tools & frameworks / Jobs-to-be-Done Meetup Be...
Integrating JTBD into existing tools & frameworks / Jobs-to-be-Done Meetup Be...Integrating JTBD into existing tools & frameworks / Jobs-to-be-Done Meetup Be...
Integrating JTBD into existing tools & frameworks / Jobs-to-be-Done Meetup Be...
 
Breakthrough Innovation with Jobs To Be Done
Breakthrough Innovation with Jobs To Be DoneBreakthrough Innovation with Jobs To Be Done
Breakthrough Innovation with Jobs To Be Done
 
Jobs To Be Done Framework
Jobs To Be Done FrameworkJobs To Be Done Framework
Jobs To Be Done Framework
 
Jobs to Be Done Template
Jobs to Be Done TemplateJobs to Be Done Template
Jobs to Be Done Template
 
Product Roadmapping Workshop
Product Roadmapping WorkshopProduct Roadmapping Workshop
Product Roadmapping Workshop
 
Service Design Drinks Warsaw #1 / Uncovering the job your service is hired for
Service Design Drinks Warsaw #1 / Uncovering the job your service is hired forService Design Drinks Warsaw #1 / Uncovering the job your service is hired for
Service Design Drinks Warsaw #1 / Uncovering the job your service is hired for
 
Capturing Contexts: A workshop with jobs-to-be-done tools / Service Experienc...
Capturing Contexts: A workshop with jobs-to-be-done tools / Service Experienc...Capturing Contexts: A workshop with jobs-to-be-done tools / Service Experienc...
Capturing Contexts: A workshop with jobs-to-be-done tools / Service Experienc...
 
How to work with the JTBD framework and why UXers need to be using it
How to work with the JTBD framework and why UXers need to be using itHow to work with the JTBD framework and why UXers need to be using it
How to work with the JTBD framework and why UXers need to be using it
 
Building an MVP
Building an MVPBuilding an MVP
Building an MVP
 
The Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - PrototypeThe Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - Prototype
 

Similar to Jobs to Be Done

Jobs To Be Done - framework explained by Mark Opanasiuk.pdf
Jobs To Be Done - framework explained by Mark Opanasiuk.pdfJobs To Be Done - framework explained by Mark Opanasiuk.pdf
Jobs To Be Done - framework explained by Mark Opanasiuk.pdf
Mark Opanasiuk
 
The Digital Innovators' Guide: How Services Companies Launch Successful Digit...
The Digital Innovators' Guide: How Services Companies Launch Successful Digit...The Digital Innovators' Guide: How Services Companies Launch Successful Digit...
The Digital Innovators' Guide: How Services Companies Launch Successful Digit...
Highland
 
Product Roadmap
Product RoadmapProduct Roadmap
Product Roadmap
Thang Nguyen
 
How to Design a B2B2C App by Conversocial PM
How to Design a B2B2C App by Conversocial PMHow to Design a B2B2C App by Conversocial PM
How to Design a B2B2C App by Conversocial PM
Product School
 
How to Master Product Management Case Studies by fmr Groupon PM
How to Master Product Management Case Studies by fmr Groupon PMHow to Master Product Management Case Studies by fmr Groupon PM
How to Master Product Management Case Studies by fmr Groupon PM
Product School
 
Business Model Innovation SEI
Business Model Innovation SEIBusiness Model Innovation SEI
Business Model Innovation SEI
Raomal Perera
 
Brainmates - Innovation - Briefly Explained
Brainmates - Innovation - Briefly ExplainedBrainmates - Innovation - Briefly Explained
Brainmates - Innovation - Briefly Explained
Brainmates Pty Limited
 
Innovation - Briefly Explained
Innovation - Briefly ExplainedInnovation - Briefly Explained
Innovation - Briefly Explained
Nick Coster
 
Solving Design and Business Problems in 3 Days with Google Design Sprint by B...
Solving Design and Business Problems in 3 Days with Google Design Sprint by B...Solving Design and Business Problems in 3 Days with Google Design Sprint by B...
Solving Design and Business Problems in 3 Days with Google Design Sprint by B...
Borrys Hasian
 
How product culture drives organizational impact by Tony Fadel [Engineerex]
How product culture drives organizational impact by Tony Fadel [Engineerex]How product culture drives organizational impact by Tony Fadel [Engineerex]
How product culture drives organizational impact by Tony Fadel [Engineerex]
TonyFadel2
 
Stop guessing!
Stop guessing! Stop guessing!
Stop guessing!
BSGAfrica
 
Workshop innovits i tutor imprenditori ottobre 2014 stefano mizio
Workshop innovits   i tutor imprenditori ottobre  2014 stefano mizioWorkshop innovits   i tutor imprenditori ottobre  2014 stefano mizio
Workshop innovits i tutor imprenditori ottobre 2014 stefano mizio
Stefano Mizio
 
How to build a startup new frontiers 2017
How to build a startup  new frontiers 2017How to build a startup  new frontiers 2017
How to build a startup new frontiers 2017
Raomal Perera
 
Product vision workshop
Product vision workshopProduct vision workshop
Product vision workshop
Serbian Product Community
 
Innovation Ready: A Practical Guide
Innovation Ready: A Practical GuideInnovation Ready: A Practical Guide
Innovation Ready: A Practical Guide
Dana Lee 3
 
Designing for Call to Action
Designing for Call to ActionDesigning for Call to Action
Designing for Call to Action
Lorraine Lai
 
Innovation day 2013 1.4 zane smilga (verhaert) - give your million idea a c...
Innovation day 2013   1.4 zane smilga (verhaert) - give your million idea a c...Innovation day 2013   1.4 zane smilga (verhaert) - give your million idea a c...
Innovation day 2013 1.4 zane smilga (verhaert) - give your million idea a c...
Verhaert Masters in Innovation
 
Steps to take before building an App (1)
Steps to take before building an App (1)Steps to take before building an App (1)
Steps to take before building an App (1)
Mike Ojo
 
Will it Launch?
Will it Launch? Will it Launch?
Will it Launch?
Poornima Vijayashanker
 
Module 13 Effective Marketing Approaches to Senior Consumers.pptx
Module 13 Effective Marketing Approaches to Senior Consumers.pptxModule 13 Effective Marketing Approaches to Senior Consumers.pptx
Module 13 Effective Marketing Approaches to Senior Consumers.pptx
caniceconsulting
 

Similar to Jobs to Be Done (20)

Jobs To Be Done - framework explained by Mark Opanasiuk.pdf
Jobs To Be Done - framework explained by Mark Opanasiuk.pdfJobs To Be Done - framework explained by Mark Opanasiuk.pdf
Jobs To Be Done - framework explained by Mark Opanasiuk.pdf
 
The Digital Innovators' Guide: How Services Companies Launch Successful Digit...
The Digital Innovators' Guide: How Services Companies Launch Successful Digit...The Digital Innovators' Guide: How Services Companies Launch Successful Digit...
The Digital Innovators' Guide: How Services Companies Launch Successful Digit...
 
Product Roadmap
Product RoadmapProduct Roadmap
Product Roadmap
 
How to Design a B2B2C App by Conversocial PM
How to Design a B2B2C App by Conversocial PMHow to Design a B2B2C App by Conversocial PM
How to Design a B2B2C App by Conversocial PM
 
How to Master Product Management Case Studies by fmr Groupon PM
How to Master Product Management Case Studies by fmr Groupon PMHow to Master Product Management Case Studies by fmr Groupon PM
How to Master Product Management Case Studies by fmr Groupon PM
 
Business Model Innovation SEI
Business Model Innovation SEIBusiness Model Innovation SEI
Business Model Innovation SEI
 
Brainmates - Innovation - Briefly Explained
Brainmates - Innovation - Briefly ExplainedBrainmates - Innovation - Briefly Explained
Brainmates - Innovation - Briefly Explained
 
Innovation - Briefly Explained
Innovation - Briefly ExplainedInnovation - Briefly Explained
Innovation - Briefly Explained
 
Solving Design and Business Problems in 3 Days with Google Design Sprint by B...
Solving Design and Business Problems in 3 Days with Google Design Sprint by B...Solving Design and Business Problems in 3 Days with Google Design Sprint by B...
Solving Design and Business Problems in 3 Days with Google Design Sprint by B...
 
How product culture drives organizational impact by Tony Fadel [Engineerex]
How product culture drives organizational impact by Tony Fadel [Engineerex]How product culture drives organizational impact by Tony Fadel [Engineerex]
How product culture drives organizational impact by Tony Fadel [Engineerex]
 
Stop guessing!
Stop guessing! Stop guessing!
Stop guessing!
 
Workshop innovits i tutor imprenditori ottobre 2014 stefano mizio
Workshop innovits   i tutor imprenditori ottobre  2014 stefano mizioWorkshop innovits   i tutor imprenditori ottobre  2014 stefano mizio
Workshop innovits i tutor imprenditori ottobre 2014 stefano mizio
 
How to build a startup new frontiers 2017
How to build a startup  new frontiers 2017How to build a startup  new frontiers 2017
How to build a startup new frontiers 2017
 
Product vision workshop
Product vision workshopProduct vision workshop
Product vision workshop
 
Innovation Ready: A Practical Guide
Innovation Ready: A Practical GuideInnovation Ready: A Practical Guide
Innovation Ready: A Practical Guide
 
Designing for Call to Action
Designing for Call to ActionDesigning for Call to Action
Designing for Call to Action
 
Innovation day 2013 1.4 zane smilga (verhaert) - give your million idea a c...
Innovation day 2013   1.4 zane smilga (verhaert) - give your million idea a c...Innovation day 2013   1.4 zane smilga (verhaert) - give your million idea a c...
Innovation day 2013 1.4 zane smilga (verhaert) - give your million idea a c...
 
Steps to take before building an App (1)
Steps to take before building an App (1)Steps to take before building an App (1)
Steps to take before building an App (1)
 
Will it Launch?
Will it Launch? Will it Launch?
Will it Launch?
 
Module 13 Effective Marketing Approaches to Senior Consumers.pptx
Module 13 Effective Marketing Approaches to Senior Consumers.pptxModule 13 Effective Marketing Approaches to Senior Consumers.pptx
Module 13 Effective Marketing Approaches to Senior Consumers.pptx
 

More from nikos batsios

about agility
about agilityabout agility
about agility
nikos batsios
 
Test Automation
Test AutomationTest Automation
Test Automation
nikos batsios
 
Understanding Kanban
Understanding KanbanUnderstanding Kanban
Understanding Kanban
nikos batsios
 
Understanding Scrum
Understanding ScrumUnderstanding Scrum
Understanding Scrum
nikos batsios
 
making your culture work
making your culture workmaking your culture work
making your culture work
nikos batsios
 
Zen In the Middle of Chaos
Zen In the Middle of ChaosZen In the Middle of Chaos
Zen In the Middle of Chaos
nikos batsios
 
A retrospective based on Satir Change model
A retrospective based on Satir Change modelA retrospective based on Satir Change model
A retrospective based on Satir Change model
nikos batsios
 
Elephant Carpaccio workshop
Elephant Carpaccio workshopElephant Carpaccio workshop
Elephant Carpaccio workshop
nikos batsios
 
self organizing agile teams
self organizing agile teamsself organizing agile teams
self organizing agile teams
nikos batsios
 
OKRs: Objectives and Key Results, the basics
OKRs: Objectives and Key Results, the basicsOKRs: Objectives and Key Results, the basics
OKRs: Objectives and Key Results, the basics
nikos batsios
 
The Agile Mindset
The Agile MindsetThe Agile Mindset
The Agile Mindset
nikos batsios
 
the agile mindset, a learning lab
the agile mindset, a learning labthe agile mindset, a learning lab
the agile mindset, a learning lab
nikos batsios
 
THE GOLDEN CIRCLE OF AGILE {MINDSET}
THE GOLDEN CIRCLE OF AGILE {MINDSET}THE GOLDEN CIRCLE OF AGILE {MINDSET}
THE GOLDEN CIRCLE OF AGILE {MINDSET}
nikos batsios
 
Agile Development
Agile DevelopmentAgile Development
Agile Development
nikos batsios
 

More from nikos batsios (14)

about agility
about agilityabout agility
about agility
 
Test Automation
Test AutomationTest Automation
Test Automation
 
Understanding Kanban
Understanding KanbanUnderstanding Kanban
Understanding Kanban
 
Understanding Scrum
Understanding ScrumUnderstanding Scrum
Understanding Scrum
 
making your culture work
making your culture workmaking your culture work
making your culture work
 
Zen In the Middle of Chaos
Zen In the Middle of ChaosZen In the Middle of Chaos
Zen In the Middle of Chaos
 
A retrospective based on Satir Change model
A retrospective based on Satir Change modelA retrospective based on Satir Change model
A retrospective based on Satir Change model
 
Elephant Carpaccio workshop
Elephant Carpaccio workshopElephant Carpaccio workshop
Elephant Carpaccio workshop
 
self organizing agile teams
self organizing agile teamsself organizing agile teams
self organizing agile teams
 
OKRs: Objectives and Key Results, the basics
OKRs: Objectives and Key Results, the basicsOKRs: Objectives and Key Results, the basics
OKRs: Objectives and Key Results, the basics
 
The Agile Mindset
The Agile MindsetThe Agile Mindset
The Agile Mindset
 
the agile mindset, a learning lab
the agile mindset, a learning labthe agile mindset, a learning lab
the agile mindset, a learning lab
 
THE GOLDEN CIRCLE OF AGILE {MINDSET}
THE GOLDEN CIRCLE OF AGILE {MINDSET}THE GOLDEN CIRCLE OF AGILE {MINDSET}
THE GOLDEN CIRCLE OF AGILE {MINDSET}
 
Agile Development
Agile DevelopmentAgile Development
Agile Development
 

Recently uploaded

WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
Western Alaska Minerals Corp.
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
SalmanTahir60
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
Newman George Leech
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
Western Alaska Minerals Corp.
 
حبوب %77 الميفيبريستون 200 ملغ في دبي الامارات العين ابوظبي عجمان واتس - 0096...
حبوب %77 الميفيبريستون 200 ملغ في دبي الامارات العين ابوظبي عجمان واتس - 0096...حبوب %77 الميفيبريستون 200 ملغ في دبي الامارات العين ابوظبي عجمان واتس - 0096...
حبوب %77 الميفيبريستون 200 ملغ في دبي الامارات العين ابوظبي عجمان واتس - 0096...
حبوب الاجهاض سايتوتك للبيع في الامارات cytotec واتس 00966583759617
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
➑➌➋➑➒➎➑➑➊➍
 
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family FoundationPatrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch
 
STEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publicationsSTEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publications
mcynthus
 
شركات إبراهيم العرجاني: لدعم الاقتصاد المصري
شركات إبراهيم العرجاني: لدعم الاقتصاد المصريشركات إبراهيم العرجاني: لدعم الاقتصاد المصري
شركات إبراهيم العرجاني: لدعم الاقتصاد المصري
إبراهيم العرجاني
 
Business Model Canvas for Successful Business
Business Model Canvas for Successful BusinessBusiness Model Canvas for Successful Business
Business Model Canvas for Successful Business
SuganthiPrakash1
 
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
mcdopex6
 
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual TrainingpptxYou Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
Cynthia Clay
 
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
44annissa
 
Cracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptxCracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptx
Workforce Group
 
Luxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - SponsorshipLuxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - Sponsorship
uitdiedosfinance
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
Jindal Global University, Sonipat Haryana 131001
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
JairSemexant
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
Dubiz
 
Module 4 Business Strategy competitive advantages
Module 4 Business Strategy competitive advantagesModule 4 Business Strategy competitive advantages
Module 4 Business Strategy competitive advantages
Seta Wicaksana
 
Green Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdfGreen Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdf
shivamkush646
 

Recently uploaded (20)

WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
 
حبوب %77 الميفيبريستون 200 ملغ في دبي الامارات العين ابوظبي عجمان واتس - 0096...
حبوب %77 الميفيبريستون 200 ملغ في دبي الامارات العين ابوظبي عجمان واتس - 0096...حبوب %77 الميفيبريستون 200 ملغ في دبي الامارات العين ابوظبي عجمان واتس - 0096...
حبوب %77 الميفيبريستون 200 ملغ في دبي الامارات العين ابوظبي عجمان واتس - 0096...
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
 
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family FoundationPatrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
 
STEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publicationsSTEPIC Innovations 2026 futurism publications
STEPIC Innovations 2026 futurism publications
 
شركات إبراهيم العرجاني: لدعم الاقتصاد المصري
شركات إبراهيم العرجاني: لدعم الاقتصاد المصريشركات إبراهيم العرجاني: لدعم الاقتصاد المصري
شركات إبراهيم العرجاني: لدعم الاقتصاد المصري
 
Business Model Canvas for Successful Business
Business Model Canvas for Successful BusinessBusiness Model Canvas for Successful Business
Business Model Canvas for Successful Business
 
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
 
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual TrainingpptxYou Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
 
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
 
Cracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptxCracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptx
 
Luxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - SponsorshipLuxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - Sponsorship
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
 
Module 4 Business Strategy competitive advantages
Module 4 Business Strategy competitive advantagesModule 4 Business Strategy competitive advantages
Module 4 Business Strategy competitive advantages
 
Green Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdfGreen Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdf
 

Jobs to Be Done

  • 1. Jobs To Be Done Nikos Batsios, Agile Coach
  • 4. 42 __ JBTD is a collection of principles that help us to discover and understand the interactions between customers, their motivations, and the product they use. These insights help us innovate __
  • 5. WHAT IS A JTBD 52 o We have a JTBD when we want to make an improvement but we don’t know how o When a solution is found that make our life better then there is no longer a JTBD
  • 6. 6
  • 7. WHAT IS A JOB? WHAT MAKES IT DONE? 72 o All consumers struggle when there is a mismatch between how their lives are now and how they would like things to be o This Job is Done when a customer has a solution that takes him or her from the struggle to that better life he or she imagines
  • 8. imagine you are a car seller why people buy cars? 8
  • 9. 92 o Do people want the car itself? o If it’s about getting from point a to point b why some people choose to go with a bus? a bike? subway? why some people walk? o Why there are people that buy expensive cars? o Why there are people with different characteristics that buy the same car type? o How did you come to realise that you need a car instead of some other form of transportation? o How does owning a car makes your life better?
  • 10. 102 __ customers buy cars to make their life better, make them feel independent, give them the choice to go wherever they want __
  • 11. 11 it’s not about your product or what it does. it’s about what customers can do once they use your product to make progress
  • 13. 13 JTBD PRINCIPLE #1 Customers don’t want your product or what it does. they want to help making their live better (see progress)
  • 14. 14 JTBD PRINCIPLE #2 People have Jobs, products Don’t! Products are example of solution to our struggles, motivations and aspirations
  • 15. 15 JTBD PRINCIPLE #3 Customers don’t define or restrict competition based on the functionality or physical appearance of a product. Instead they use whatever helps them make progress agains a JTBD
  • 16. 16 JTBD PRINCIPLE #4 Innovation opportunities exist when customers exhibit compensatory behaviours
  • 17. 17 JTBD PRINCIPLE #6 Solutions come and go, while Jobs stay largely the same. Human motivation change slowly , therefore Jobs change slowly!
  • 18. 18 JTBD PRINCIPLE #7 Favor progress over outcomes and goals! Customer measure progress along the way of using a product. Customers need to feel successful at every touchpoint between themselves and the business and not at the very end when they achieve their goal
  • 19. 19 JTBD PRINCIPLE #8 Progress defines value, contrast reveals value. Products have value when customers use them on a specific context
  • 20. 20 JTBD PRINCIPLE #9 Solution for Jobs deliver value beyond the moment of use
  • 21. 21 JTBD PRINCIPLE #10 Solutions and Jobs should be thought as parts of the system that work together to deliver progress to customers. Deliver solutions that work together a system and help customers making progress. Avoid local optimisation to help customers making progress! Customers are buying a better version of themselves!
  • 22. 22 • customers have a struggle • they imagine how their life would be better • they visualise them using various solutions • they calculate how a solution will help them have a better life • what customers value to a solution? • are they using all of it or just part of it? • are they using it as designed or in other ways? • do they need to make combination to get their job done? • How did customers make their life better? • Did they get the results they wanted? • How close they are in the picture they have imagined prior using the solution?
  • 23. 23
  • 24. 24 EXAMPLE OF HOSTEL OWNERS (bananadesk) survive: owners need to drive a lot of guest to survive, through different ways (hires) to get this job done control reservations: manage overbooking, control finance: manage cashflow scale: how to sell better?
  • 25. 25
  • 27. 27 #1: UNLOCK NEW STRUGGLES Unlock people’s struggles and provide solutions to get their job done and improve their life Understand how their interactions with the system of progress changes over time and what new challenges arise Create a new product, add an extension to existing products
  • 28. 28 #2: THINK A COMBINATION OF PRODUCTS Think of your products as touch points between your business and your customers Understand the interdependencies between the “producer” and “customer” demand and they way interact together to help customers make progress Identify parts of the system that your business hasn’t considered. Keep your focus on the whole system of progress
  • 29. 29 #3: BACKWARD AND FORWARD THINKING Think of providing solutions before and after a specific segment Whats comes after? What struggles do people have? What comes before that struggle? What struggles did people have prior hiring a solution?
  • 31. our responsibility is to study and improve the system 31
  • 32. 32
  • 33. 33
  • 34. 34
  • 35. 35 CUSTOMERS KNOW ONLY WHAT THE SYSTEM TELLS THEM How does a doctor best serve the patient? Why Raynair is so bad at customer experience? Why people buy a costly iPhone?
  • 36. the needs, wants, desired outcome will change when the system will change 36
  • 37. customers have one need. to make progress within the systems they belong to 37
  • 38. 38
  • 39. 39
  • 41. 41 THINKING QUESTIONS How are customers currently struggling? What is pushing customers to need a new solution? How will the customers’ life become better (without describing a solution)? What is preventing customers for adopting a new solution?