Disruption and JTBD
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The concept of jobs to be done provides a lens to understand value creation. The framework looks at customer motivations in business settings. In principles, it’s straightforward: people “hire” products to fulfill a need. For instance, you might hire a new suit to make you look good at a job interview. Or, you hire Facebook to stay in touch with friends. You could also hire a chocolate bar to relieve stress. Viewing customers in this way – as goal-driven actors in a given context – shifts focus from the psycho-demographic aspects to needs and motivations. It’s not about the user, but about usage. Understanding the jobs to be done perspective provides opportunities for designers. Not only can we design better solutions, we can also contribute to broader strategic conversations.
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Disruption and JTBD
- 1. Putting Jobs To Be Done to Work: A Framework for Disruption
- 2. @JimKalbach
- 3. AGENDA • Disruption • Jobs To Be Done (JTBD) • Practical Examples
- 4. Disruption Sustaining WHAT IS “DISRUPTION“? Lower performance: Cheaper Easier Quicker Convenient PERFORMANCE TIME MARKET DEMAND LOW HIGH
- 5. Encyclopedias Wikipedia Book stores Amazon CDs MP3 Film photography Digital photography Premium airlines Budget airlines Rental cars Car sharing Telephone VOIP
- 6. GoToMeeting gets high-definition video conferencing chamilton Aug 2, 2011 - 5:00 AM CDT
- 10. JOBS TO BE DONE (JTBD) Progress toward a goal •Beyond demographics •Not solutions •Show causality •Why people “hire“
- 11. At the core of disruption is a realization that opportunity comes from of understanding the jobs people want to get done.1
- 12. PRACTICAL MODEL FOR JTBDs DIMENSIONS CIRCUMSTANCE
- 13. DIMENSIONS: “HIRING“ A KEYLESS LOCK • FUNCTIONAL - Control access to my home • EMOTIONAL - Feel secure and safe • SOCIAL - Let visitors in, keep strangers out
- 14. • SITUATION – Private home- owners need to let people in and out when they are at work during the day • MOTIVATION – Solve the problem of selective access and of scheduling visit • DESIRED OUTCOMES - Maximize options for entry/exit - Reduce chance of intruders - Increase sense of security CIRCUMSTANCES: “HIRING“ A KEYLESS LOCK
- 15. Maximize my ability to allow visitors in during the day Minimize Reduce Lower Maximize Increase Raise Time Ability Effort Chances Likelihood DIRECTION UNIT QUALIFIER DESIRED OUTCOMES
- 16. 1. Maximize the ability to allow visitors in during the day 1 2 3 4 5 6 7 8 9 10 Very low Very high A. How important is this to you? B. How well is this currently being satisfied? DESIRED OUTCOMES SURVEY 2. Reduce the chance of intruders getting in 1 2 3 4 5 6 7 8 9 10 Very low Very high
- 18. JTBDs give designers a way of capturing insight that leverages our skills for finding real business opportunities2
- 19. APPLYING JTBDs 1. Understand the market 2. Design for the market 3. Speak to the market 4. (Re)define the market
- 20. MAPPING
- 22. „Indi Young, Mental Models. Rosenfeld Media, 2008. Mental models give a deep understanding of people’s motivations and thought-processes, along with the emotional and philosophical landscape in which they are operating. MENTAL MODELS
- 24. #2 – DESIGN FOR THE MARKET Job Stories Alan Klement, “Replacing The User Story With The Job Story”
- 25. #2 – DESIGN FOR THE MARKET
- 26. #3 – SPEAK TO THE MARKET Shift language to reflect JTBD BEFORE Our conference software features high- definition video with the best resolution AFTER Connect with remote colleagues on a more personal level with true-to-life video
- 27. Functional job (1) Desired outcome Situation & Motivatio nFunctional job (2) Emotional job Social job
- 28. #4 – (RE)DEFINE MARKETS “The greatest competitor [in tax software] … was not in the industry. It was the pencil. The pencil is a tough and resilient substitute. Yet the entire industry had overlooked it.” SCOTT COOK, Founder of Intuit
- 29. #4 – (RE)DEFINE MARKETS “Customers struggle when they try to make their life better but don’t know how. We call this struggle a Job to be Done.”
- 30. JTBD offers a practical ‘lens’ to view various aspects our your organization and shift the view from inside-out to outside-in3
- 31. Surviving disruption requires a focus on JTBDs, something relevant to designers when applied in practical ways 1 2 3
- 32. “People don’t want a quarter-inch drill, they want a quarter- inch hole.” THEODORE LEVITT