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Jerry Fix P.E. NPDP October 10, 2016 32of
JTBDAn Intro To The Jobs To Be Done Framework
1
Jerry Fix P.E. NPDP October 10, 2016 32of2
CONTENTS
• INTRODUCTION
• OUTCOME DRIVEN INNOVATION
• WHAT DO CUSTOMER REALLY W...
Jerry Fix P.E. NPDP October 10, 2016 32of3
INTRODUCTION
ME
• Engineer turned product manager
• Consumer (HP, Energizer) an...
Jerry Fix P.E. NPDP October 10, 2016 32of4
OUTCOME DRIVEN INNOVATION
A fancy name for a surprisingly simple idea:
“people ...
Jerry Fix P.E. NPDP October 10, 2016 32of5
Traditional types of info gathered from customers:
1. Solution
2. Specification...
Jerry Fix P.E. NPDP October 10, 2016 32of6
Myth 2Myth 1 Myth 3 Myth 4
Customer Don’t Know
What They Want
Customers Can’t A...
Jerry Fix P.E. NPDP October 10, 2016 32of7
Myth 1
Customer Don’t Know
What They Want
Innovation Myths:
Customers DO know w...
Jerry Fix P.E. NPDP October 10, 2016 32of8
Myth 2
Customer can’t articulate
their needs
Again, customers are often very go...
Jerry Fix P.E. NPDP October 10, 2016 32of9
Myth 3
Customers have latent
(unknown or invisible)
needs
What customers want –...
Jerry Fix P.E. NPDP October 10, 2016 32of10
Myth 4
Customer requirements
change over time
The desired outcomes, and the jo...
Jerry Fix P.E. NPDP October 10, 2016 32of11
So, here we are. Rather than focusing initially on what product attributes a
c...
Jerry Fix P.E. NPDP October 10, 2016 32of12
WHAT DO CUSTOMERS WANT ?
ODI
=
WHAT CUSTOMERS WANT
Jerry Fix P.E. NPDP October 10, 2016 32of13
WHAT DO CUSTOMERS WANT ?
You’ve All
Probably Seen
These
Examples, But
They Bea...
Jerry Fix P.E. NPDP October 10, 2016 32of
THIS or
14
THIS
WHAT DO CUSTOMERS WANT ?
Jerry Fix P.E. NPDP October 10, 2016 32of
THIS or
15
THIS
WHAT DO CUSTOMERS WANT ?
Jerry Fix P.E. NPDP October 10, 2016 32of
THIS or
16
THIS
WHAT DO CUSTOMERS WANT ?
Jerry Fix P.E. NPDP October 10, 2016 32of
THIS or
17
THIS
WHAT DO CUSTOMERS WANT ?
Jerry Fix P.E. NPDP October 10, 2016 32of18
A Hole Saved Memories Enjoyed Music A Healthy Garden
WHAT DO CUSTOMERS WANT ?
...
SAME JOB
SOLVED DIFFERENT WAYS
image source: intercom.ioblog
Jerry Fix P.E. NPDP October 10, 2016 32of20
WHY FOCUS ON THE JOB ?
“When you identify what people truly
use your product t...
Jerry Fix P.E. NPDP October 10, 2016 32of21
Jobs are “timeless”. The job doesn’t change (storing music in the example belo...
Jerry Fix P.E. NPDP October 10, 2016 32of22
What a drill does:
1. Drills holes
2. Tighten/Loosen things
3. Spin things pla...
Jerry Fix P.E. NPDP October 10, 2016 32of23
JOBS ARE TIMELESS
The need to hang a picture, fix a chair, build something, an...
Jerry Fix P.E. NPDP October 10, 2016 32of24
JTBD PROCESS
Jerry Fix P.E. NPDP October 10, 2016 32of25
JTBD PROCESS
Each process represents the
various activities that need to
be ac...
Jerry Fix P.E. NPDP October 10, 2016 32of26
JTBD PROCESS
Build a job activity (or
process) map that outlines
all the steps...
Jerry Fix P.E. NPDP October 10, 2016 32of27
Identify the jobs customers are
trying to get done for your target
market.
STE...
Jerry Fix P.E. NPDP October 10, 2016 32of28
Create question that limit variability
STEP 2
JTBD PROCESS
Create questions ca...
Jerry Fix P.E. NPDP October 10, 2016 32of29
Create a rating scale to allow
customers to help you assign
priorities
STEP 3
...
Jerry Fix P.E. NPDP October 10, 2016 32of30
Using an opportunity map, visualize
those spots where underserved
(important b...
Jerry Fix P.E. NPDP October 10, 2016 32of31
ACKNOWLEDGEMENTS
Strategyn UK – Job Mapping graphics from April 2009 Presentat...
Jerry Fix P.E. NPDP October 10, 2016 32of32
CONTACT ME
PHONE
636-221-4368
E-MAIL
jerry.fix@gmail.com
WEBSITE
www.jeromefix...
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Jobs To Be Done - Cortex 2016

JTBD Overview for Cortex Meeting

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Jobs To Be Done - Cortex 2016

  1. 1. Jerry Fix P.E. NPDP October 10, 2016 32of JTBDAn Intro To The Jobs To Be Done Framework 1
  2. 2. Jerry Fix P.E. NPDP October 10, 2016 32of2 CONTENTS • INTRODUCTION • OUTCOME DRIVEN INNOVATION • WHAT DO CUSTOMER REALLY WANT ? • WHY FOCUS ON THE JOB ? • THE JTBD PROCESS
  3. 3. Jerry Fix P.E. NPDP October 10, 2016 32of3 INTRODUCTION ME • Engineer turned product manager • Consumer (HP, Energizer) and Commercial (Boeing, Parker Hannifin, Hussmann) • 20+ Years MY COMPANY • $1+ Billion Company that is part of Panasonic • Global • Advanced Refrigeration Technology • Formal NPD processes • Starting to use ODI and JTBD
  4. 4. Jerry Fix P.E. NPDP October 10, 2016 32of4 OUTCOME DRIVEN INNOVATION A fancy name for a surprisingly simple idea: “people buy products and services to get jobs done. As people complete these jobs, they have certain measurable results or outcomes that they are attempting to achieve. These link a company's value creation (product development) activities to customer-defined metrics.”
  5. 5. Jerry Fix P.E. NPDP October 10, 2016 32of5 Traditional types of info gathered from customers: 1. Solution 2. Specifications 3. Needs 4. Benefits FOOLING OURSELVES Number of Product Developers who believed they were gathering the right data from customers for new product development 72% OUTCOME DRIVEN INNOVATION The problem with these data types is that they: 1. Rely on trying to translate customer language 2. Assume the customer has significant technical knowledge 3. Think the customer already knows the solution – we just need to figure out how to make it 4. Are often really imprecise Number of new product launches that fail to become profitable and ultimately are discontinued or withdrawn from the market 40%
  6. 6. Jerry Fix P.E. NPDP October 10, 2016 32of6 Myth 2Myth 1 Myth 3 Myth 4 Customer Don’t Know What They Want Customers Can’t Articulate Their Needs Customers Have Latent ( not visible or known) Needs Customer Requirements Change Over Time Innovation Myths: OUTCOME DRIVEN INNOVATION
  7. 7. Jerry Fix P.E. NPDP October 10, 2016 32of7 Myth 1 Customer Don’t Know What They Want Innovation Myths: Customers DO know what they want – but they don’t always (rarely) know how to get it… that’s part of our job OUTCOME DRIVEN INNOVATION
  8. 8. Jerry Fix P.E. NPDP October 10, 2016 32of8 Myth 2 Customer can’t articulate their needs Again, customers are often very good and telling us what they want. This goes to understanding what they want… a drill or a hole Innovation Myths: OUTCOME DRIVEN INNOVATION
  9. 9. Jerry Fix P.E. NPDP October 10, 2016 32of9 Myth 3 Customers have latent (unknown or invisible) needs What customers want – the ultimate outcome – is usually quite apparent. But what is latent are the jobs that need to be done to achieve that outcome Innovation Myths: OUTCOME DRIVEN INNOVATION
  10. 10. Jerry Fix P.E. NPDP October 10, 2016 32of10 Myth 4 Customer requirements change over time The desired outcomes, and the jobs to be done to achieve those outcomes don’t change over time. What changes is how we get those jobs done and achieve those outcomes. Innovation Myths: OUTCOME DRIVEN INNOVATION
  11. 11. Jerry Fix P.E. NPDP October 10, 2016 32of11 So, here we are. Rather than focusing initially on what product attributes a customer is looking for (faster, stronger, larger..etc) we should be focusing on what outcomes they value. So what are these outcomes… Outcomes: • Are the fundamental metrics used by customers to measure success when getting a job done • Are used by customers to assess the value of one product/service over another • Can be captured in markets where products and competitors do not yet exist, e.g., white spaces, blue oceans, etc. • Are the key to discovering opportunities for core market growth and disruptive innovation • Are integral to all downstream innovation tasks, e.g., identifying opportunities, segmenting markets, evaluating ideas, etc. OUTCOME DRIVEN INNOVATION
  12. 12. Jerry Fix P.E. NPDP October 10, 2016 32of12 WHAT DO CUSTOMERS WANT ? ODI = WHAT CUSTOMERS WANT
  13. 13. Jerry Fix P.E. NPDP October 10, 2016 32of13 WHAT DO CUSTOMERS WANT ? You’ve All Probably Seen These Examples, But They Bear Repeating
  14. 14. Jerry Fix P.E. NPDP October 10, 2016 32of THIS or 14 THIS WHAT DO CUSTOMERS WANT ?
  15. 15. Jerry Fix P.E. NPDP October 10, 2016 32of THIS or 15 THIS WHAT DO CUSTOMERS WANT ?
  16. 16. Jerry Fix P.E. NPDP October 10, 2016 32of THIS or 16 THIS WHAT DO CUSTOMERS WANT ?
  17. 17. Jerry Fix P.E. NPDP October 10, 2016 32of THIS or 17 THIS WHAT DO CUSTOMERS WANT ?
  18. 18. Jerry Fix P.E. NPDP October 10, 2016 32of18 A Hole Saved Memories Enjoyed Music A Healthy Garden WHAT DO CUSTOMERS WANT ? These are the jobs that need to get done. These are the jobs we need to figure out how to do better than anyone else
  19. 19. SAME JOB SOLVED DIFFERENT WAYS image source: intercom.ioblog
  20. 20. Jerry Fix P.E. NPDP October 10, 2016 32of20 WHY FOCUS ON THE JOB ? “When you identify what people truly use your product to accomplish, you protect yourself from competition” Clayton Christensen
  21. 21. Jerry Fix P.E. NPDP October 10, 2016 32of21 Jobs are “timeless”. The job doesn’t change (storing music in the example below), just the way in which the job is accomplished. Over time it’s the solution that get’s the job done BETTER that wins… WHY FOCUS ON THE JOB ?
  22. 22. Jerry Fix P.E. NPDP October 10, 2016 32of22 What a drill does: 1. Drills holes 2. Tighten/Loosen things 3. Spin things placed in the chuck DRILL WHY FOCUS ON THE JOB ? Let’s go back to one of our earlier examples: Product Focus What a drill is used for: 1. Hanging pictures 2. Fixing a chair 3. Building a swing set 4. Sharpening a knife 5. Polishing a car 6. Putting a toy together 7. Fixing a car 8. Fixing a bike 9. …… 10. …… Job Focus
  23. 23. Jerry Fix P.E. NPDP October 10, 2016 32of23 JOBS ARE TIMELESS The need to hang a picture, fix a chair, build something, and so on doesn’t change significantly over time. YOUR COMPETITION IS NOT JUST OTHER DRILLS…IT’S ANYTHING THAT CAN GET THE JOB DONE… WHY FOCUS ON THE JOB ?
  24. 24. Jerry Fix P.E. NPDP October 10, 2016 32of24 JTBD PROCESS
  25. 25. Jerry Fix P.E. NPDP October 10, 2016 32of25 JTBD PROCESS Each process represents the various activities that need to be accomplished for each job Customers intrinsically use “metrics” to determine if the job was “done right” These metrics are the outcomes that the customer is seeking. Otherwise know as the customer’s needs
  26. 26. Jerry Fix P.E. NPDP October 10, 2016 32of26 JTBD PROCESS Build a job activity (or process) map that outlines all the steps in the job Construct a series of questions - precise and measureable – to help reveal desired outcomes Create a measureable scale to have customers rate the significance /importance of these activities Use the scale to reveal those outcomes that rank highest in “importance” and “satisfaction” We now have a ranked priority of unmet (important but unsatisfied) outcomes that we can begin working on STEP 01 STEP 02 STEP 03 STEP 04 STEP 05 A step “0.1” could be to identify your focus market. For our purposes I am going to assume that we’ve already done that.
  27. 27. Jerry Fix P.E. NPDP October 10, 2016 32of27 Identify the jobs customers are trying to get done for your target market. STEP 1 JTBD PROCESS Identify the process steps for each of these jobs Each of these process steps will have outcomes. Outcomes can be functional and emotional
  28. 28. Jerry Fix P.E. NPDP October 10, 2016 32of28 Create question that limit variability STEP 2 JTBD PROCESS Create questions can prompt a specific course of action Create questions that are open to interpretation Outcome Statement Format Direction Unit of Measure Outcome Desired Minimize or Maximize Time, Number, or Likelihood Task Completed or Issue Avoided “MINIMIZE THE AMOUNT OF TIME NEEDED TO CONFIGURE THE SOFTWARE”
  29. 29. Jerry Fix P.E. NPDP October 10, 2016 32of29 Create a rating scale to allow customers to help you assign priorities STEP 3 JTBD PROCESS Create scales for importance and satisfaction (with the current solution) Use these scale to create a score that helps highlight those outcomes that are important, but not well satisfied Outcome Importance Satisfaction Opportunity Minimize time it takes to change blade 5 8 2 Increase accuracy of saw blade calculations 8 2 14 Minimize time it takes to set the blade to desired depth 6 3 9 Opportunity = (Imp*2) - sat
  30. 30. Jerry Fix P.E. NPDP October 10, 2016 32of30 Using an opportunity map, visualize those spots where underserved (important but unsatisfied) opportunities exist STEP 4 JTBD PROCESS STEP 5 Use these underserved opportunities to feed into your product development process
  31. 31. Jerry Fix P.E. NPDP October 10, 2016 32of31 ACKNOWLEDGEMENTS Strategyn UK – Job Mapping graphics from April 2009 Presentation Clayton Christensen – ODI theory, “The Innovators Dilemma”, “The Innovators Solution” “What Customers Want” – Anthony Ulwick “How To Know What Your Customers Really Want “- Pandith Jantakahalli presentation “New Product Blueprinting”- Dan Adams
  32. 32. Jerry Fix P.E. NPDP October 10, 2016 32of32 CONTACT ME PHONE 636-221-4368 E-MAIL jerry.fix@gmail.com WEBSITE www.jeromefix.com

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