review analysis

2. Jobs to be done
Fundamento y Base
Origen
What is it about?
JTBD o Jobs to be Done, es
un FW que se centra en
comprender las necesidades y
deseos subyacentes de los
clientes, en lugar de sus datos
demográficos o preferencias.
El marco se basa en la idea de
que los clientes no compran
productos, sino que los
contratan para realizar
trabajos específicos.
Los orígenes de JTBD se
remontan a mediados de la
década de 1980, cuando la
gestión de calidad comenzó a
centrarse en comprender la
voz del cliente (VOC). Esto
llevó a comprender que las
empresas a menudo
fracasaban en la innovación
porque no prestaban suficiente
atención a las necesidades
reales de sus clientes.
• JTBD fue desarrollado
originalmente por Clayton
Christensen, quien argumentó
que las empresas deberían
centrarse en comprender los
"trabajos" que los clientes
intentan realizar, en lugar de los
productos que compran. Por
ejemplo, es posible que un
cliente no compre un batido por
su sabor, sino porque le ayuda a
sentirse lleno y ocupado durante
su viaje.
• El ejemplo del batido de
McDonald's ilustra el poder de
JTBD. Al centrarse en el trabajo
para el que se contrataba al
batido, McDonald's pudo
identificar las razones por las
que sus ventas no mejoraban.
Luego realizaron cambios en el
producto para convertirlo en una
mejor solución para satisfacer el
aburrimiento y el hambre
durante el viaje.
Beneficios
• JTBD ofrece una forma diferente
de pensar sobre la competencia.
En lugar de competir con otros
productos de la misma
categoría, las empresas
deberían centrarse en competir
con los trabajos que sus
productos intentan realizar. Por
ejemplo, un batido podría no
sólo competir con otros batidos,
sino también con productos
alternativos como bagels o
plátanos.

3. 3
Caso de estudio sobre JTBD
Eckhart Böhme
Wheel of Progress Canvas
El caso de estudio trata sobre Eckhart Böhme, un experto alemán en JTBD (Jobs-to-be-Done). Böhme se introdujo
en JTBD a través de un taller profesional y quedó intrigado por su enfoque en comprender las necesidades del
cliente desde una perspectiva diferente. Luego profundizó en la teoría y comenzó a ofrecer talleres en alemán y a
lanzar un sitio web llamado JTBD.de. También tradujo las cartas de JTBD de Jonathan Brigg y el libro de Clayton
Christensen Competing for Luck.
Böhme ha creado su propia metodología llamada "Rueda del Progreso", que combina varias herramientas de JTBD
en un solo modelo. Dejó de ofrecer talleres y masterclasses porque creía que la experiencia en el campo es más
valiosa que el conocimiento teórico. En cambio, fundó UniPro Solutions para hacer que su experiencia sea más
accesible a diferentes industrias y empresas emergentes. Böhme ahora se refiere a su trabajo como "Diseño de
progreso del cliente" en lugar de JTBD porque cree que el último es demasiado complejo de explicar.
Böhme compartió un proyecto en el que trabajó con el entrevistador, que tenía como objetivo comprender el proceso
que atraviesan las personas al elegir una instalación de cuidado para un familiar anciano. Su proceso implica definir
grupos objetivo y recopilar datos, seguidos de categorización y análisis utilizando el modelo de la Rueda del
Progreso. Este modelo consta de cuatro etapas de consumo e incluye conceptos como ansiedades y factores de
empuje y atracción que influyen en la toma de decisiones. Al final del proyecto, Böhme proporcionó información a
sus clientes para ayudarlos a generar ideas para productos y servicios. Una de sus ideas era una instalación que
combina el cuidado de ancianos y un orfanato, lo que permitiría a los niños recibir amor y cuidado mientras que a las
personas mayores les daría un sentido de propósito. Sin embargo, el sitio web de UniPro Solutions indica que el
producto final al final de un proyecto no es un producto ni su desarrollo, sino la identificación de trabajos por hacer o
una sesión de lluvia de ideas inicial.

4. OKRs Events in detail
Planning
How?
What is it about?
• During the time of an OKR
Planning your
Organizational Unit
refines, aligns, finalizes
and transmit its own
quarterly OKRs. You
consider together what you
can do in the next three
months to support the
company in achieving its
OKRs in the best possible
way. Accordingly, the basis
of this event is the annual
company OKRs.
• Follow the CRAFT approach
(see in How to create effective
OKRs)
• Draft 1- 3 Objectives with 2-5
KRs in a small group of people
before the Planning with the
entire Organizational Unit
members.
• Be prepared. Each person
should have worked through the
draft before the meeting.
• Discuss the draft: Add – Debate
– Rank – Narrow them down to
3.
• Brainstorm metrics to measure
each Objective. Debate – Rank
– Narrow them down to 5. Find
different ways to measure
success. It’s easier to first
discuss what to measure than
what the value should be.
• Finally, take some minutes to
discuss the final OKR set. Can
you live with this for a full
quarter?
• Present your final OKRs to the
entire organization to get aligned
and transparent
Input
Deliverable
Frequency
• Once at the beginning of each
quarter
• Company´s Strategy
• Dependecies with other
Organizational Units
• Organizational Unit OKRs
created and published
Roles involved
• Organizational Unit
members
• Agile Coach
Activities involved
• CRAFT
Agile dependency
(*)
• QBR preparation and planning
phase
(*) Possible dependency for those Organizational units
that work with the Agile Santander framework.

5. OKRs Events in detail
Regular Check-in
How?
What is it about?
An OKR check-in is a meeting
where the whole
Organizational Units reflects
on the progress of their OKRs,
identifies any potential issues
before they become significant
problems and set key priorities
for the upcoming weeks.
Especially as we begin using
OKRs, check-ins help to turn
OKRs into a regular flow and
become part of our culture.
The regular check-in should
be scheduled for no more than
one hour.
• OKR Grading: What changed in
the Key Results since last
Check-in? Update the
Measures!
• Impediments: What is slowing
down the Organizational Unit?
• Initiatives: What are we going
to do to improve results? What
are the upcoming Key Priorities?
Input
Deliverable
Frequency
• Do it regularly. - Just add OKRs
to your general Organizational
Unit meeting.
• Organizational Unit OKRs
• Operating Data
• Impediments and action plans
• Priorities
• OKRs Rating
Roles involved
• Organizational Unit
members
Activities involved
• Track Progress
• Sprint Review
(*) Possible dependency for those Organizational units
that work with the Agile Santander framework.
Agile dependency
(*)

6. OKRs Events in detail
Monthly Check-in
How?
What is it about?
A monthly check-in represents
a slightly more formal review
of your progress and may
include third party facilitators
or advisors.
• Status will take center stage in
this meeting
• Calibrate expectations based on
any new information
• Determine your priorities for the
remaining time of the quarter
• Actual operating data will enable
you to make reasoned estimates
of success
• Strategically allocate resources
for the rest of the quarter
Input
Deliverable
Frequency
• Do it regularly. - Just add OKRs
to your general Organizational
Unit meeting.
• Organizational Unit OKRs
• Operating Data
• OKRs Rating
• Impediments and action plans
• Priorities
• Resources reallocation
Roles involved
• Organizational Unit
members
• Other Organizational Units
(with dependencies)
• Agile Coach
Activities involved
• Track Progress
Agile dependency (*)
• None
(*) Possible dependency for those Organizational units
that work with the Agile Santander framework.
Portfolio Sync / Program Sync

7. OKRs Events in detail
Review
How?
What is it about?
In the Review Meeting the moment
has arrived to actually grade your
performance. The primary
components of that meeting are
what and how. The “what”
comprises the grades you assigned
for each Key Result including the
rationale for that determination. The
“How” includes a deep investigation
of what occurred during the quarter
in regards to learnings and
actionable lessons that will help
Organizational Units to achieve
better results in the future.
• Organizational Unit Heads will
present the results of their
Organizational Unit in the frame
of an quarterly event
• A member/members of senior
management, will present the
aggregated view on company
OKRs
• Celebrate the achievements with
OKRs that have been fully
completed
• Analyse which OKRs might
need to be continued with a new
focus
• What could have been improved
in the overall process of OKRs?
Input
Deliverable
Frequency
• Once at the end of each quarter
• Organizational Unit OKRs
• Operating Data
• OKRs Grade
• OKRs with new focus if needed.
• Improvements for OKRs process
Roles involved
• Organizational Unit
members
• Agile Coach
• Member/Member of senior
management
Activities involved
• Close, Rate and Reflect
OKRs
Agile dependency (*)
• QBR Closure phase
(*) Possible dependency for those Organizational units
that work with the Agile Santander framework.

8. OKRs Events in detail
Retrospective
How?
What is it about?
At the end of a quarter
Organizational Units reflect on
their OKRs. The Retrospective
is key for continuous learning.
It is less about the end grade
of the Key Results and more
about the discussion on what
has been learned and what will
be taken into the next quarter.
As a guidance you can pose some
of those questions:
• Were our objectives ambitious
enough?
• Were our key results
measurable? Did we know what
our baseline was at the start of
the quarter?
• Were our OKRs aligned with the
company´s OKRs?
• Did they keep us focused on
delivering value to our
customers?
• Did we feel connected to our
OKRs?
• What have we learned from this
quarter?
• What do we want to start, stop,
continue doing? Check the OKR
process and to adapt if needed
(also check measurement
process)
Input
Deliverable
Frequency
• Once at the end of each quarter
• OKRs Organizational Unit
• Operating Data
• OKRs grade
• Lesson learned
• Action Plans if needed.
Roles involved
• Organizational Unit
members
• Agile Coach
Activities involved
• Close, Rate and Reflect
OKRs Agile dependency
(*)
• QBR Closure phase
(*) Possible dependency for those Organizational units
that work with the Agile Santander framework.

9. WIP
• Work in progress

10. 10
LPM | QBR at a Glance

11. 11
LPM | Why Lean Portfolio Management?
Big up-front, top-down, annual planning
and budgeting
People organized in stable Value Streams and
ARTs; continuous value flow
People organized in functional silos and
temporary project teams
Fund projects and project-cost accounting
Fund Value Streams, apply Lean Budgets and
Guardrails
Overly detailed business cases based on
speculative ROI
Value Stream budgets adjusted dynamically;
Participatory Budgeting
Centralized, unlimited work intake;
project overload
Strategic demand managed by Portfolio Kanban;
decentralized intake by Value Streams and ARTs
Lean-Agile Approach
Traditional Approach
Lean business cases with MVP, business outcome
hypotheses, Agile forecasting and estimating
Projects governed by phase gates; waterfall
Milestones, progress measured by
task completion
Products and services governed by self-managing
ARTs; objective measures and Milestones based on
working Solutions
LPM shifts traditional portfolios to a Lean-Agile
approach…..

12. 12
Close, Rate & Reflect Q(3)
OKRs + Refine, Align and
Finalize Q(4) OKRs
Close, Rate & Reflect Q(2)
OKRs & Refine, Align and
Finalize Q(3) OKRs
Q3
Q2
Q1
Q4 Q4
Create, Refine, Align and
Finalize Organizational
Units OKRs for Q1 (Y1)
Transmit
Organizational Units
OKRs for Q(1)
Close, Rate & Reflect Q(1) OKRs
+ Refine, Align and Finalize Q(2)
OKRs
Transmit
Organizational Units
OKRs for Q(2)
Transmit
Organizational Units
OKRs for Q(3)
Transmit
Organizational Units
OKRs for Q(4)
Q1
Close, Rate & Reflect
Q(4) OKRs
Define annual and
communicate company
Strategy with OKRs Y(1)
4-6
weeks
before
cycle
2-4
weeks
before
cycle
Track Progress Track Progress Track Progress
Define annual and
communicate company
Strategy with OKRs Y(2)
4-6
weeks
before
cycle
Create, Refine, Align and
Finalize Organizational
Units OKRs for Q1 Y(2)
2-4
weeks
before
cycle
Iterative
top
down
and
bottom
up

13. 13
01 02 03 04
07 06 05

14. 14
Big up-front, top-down, annual planning
and budgeting
People organized in stable Value Streams and
ARTs; continuous value flow
People organized in functional silos and
temporary project teams
Fund projects and project-cost accounting
Fund Value Streams, apply Lean Budgets and
Guardrails
Overly detailed business cases based on
speculative ROI
Value Stream budgets adjusted dynamically;
Participatory Budgeting
Centralized, unlimited work intake;
project overload
Strategic demand managed by Portfolio Kanban;
decentralized intake by Value Streams and ARTs
Lean-Agile Approach
Traditional Approach
Lean business cases with MVP, business outcome
hypotheses, Agile forecasting and estimating
Projects governed by phase gates; waterfall
Milestones, progress measured by
task completion
Products and services governed by self-managing
ARTs; objective measures and Milestones based on
working Solutions
LPM shifts traditional portfolios to a Lean-Agile
approach…..