![#5 – (RE)DEFINE VALUE
“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](https://image.slidesharecdn.com/disruptionandjtbd-jkalbach-170925000124/75/Practical-JTBD-30-2048.jpg)
Uploaded byJim Kalbach
Practical JTBD
The document discusses the Jobs To Be Done (JTBD) framework, emphasizing the importance of understanding the tasks that customers want to accomplish rather than focusing solely on demographics or existing solutions. It outlines a practical model for applying JTBD, including discovering, defining, designing, and delivering value based on customer motivations and desired outcomes. Additionally, it highlights the need for organizations to shift their perspective from inside-out to outside-in to effectively address customer needs and survive disruption.
In this document
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Introduction to JTBD as a perspective to identify practical work and its application in understanding customer needs.
Explains disruption with examples of market changes in industries like travel and media; mentions high-definition video.
Focus on understanding customer goals; JTBD model dimensions include functional, emotional, and social aspects.
Steps in applying JTBD: Discover, Design, and Deliver value effectively in business opportunities.
Assessment of desired outcomes and using surveys to measure satisfaction and opportunity score.
Identifying market opportunities by analyzing satisfaction and importance; introduction to Job Stories.
Importance of shifting language in value delivery; practical examples of rephrasing product features.
Discusses redefining value by understanding customer struggles, using examples from tax software industry.
Survival against disruption through designing around JTBD; emphasizes understanding customer desires.
Acknowledgment and contact details for further inquiries on JTBD and presentation insights.
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Practical JTBD
- 1. Practical Jobs ToBe Done: A Way of Seeing
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- 4. Encyclopedias Wikipedia Book storesAmazon CDs MP3 Film photography Digital photography Premium airlines Budget airlines Rental cars Car sharing Telephone VOIP
- 5. GoToMeeting gets high-definition videoconferencing chamilton Aug 2, 2011 - 5:00 AM CDT
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- 10. JOBS TO BEDONE (JTBD) Progress toward a goal •Not demographics •Not solutions •Show causality •Why people “hire“
- 11. At the coreof disruption is a realization that opportunity comes from of understanding the jobs people want to get done.1
- 12. PRACTICAL MODEL FORJTBDs DIMENSIONS CIRCUMSTANCE
- 13. DIMENSIONS: “HIRING“ AKEYLESS 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. JTBDs give designersa way of capturing insight that leverages our skills for finding real business opportunities2
- 16. 1. Discover 2. Define 3.Design 4. Deliver Develop
- 17. APPLYING JTBDs 1. Discovervalue 2. Design value 3. Deliver value 4. (Re)define value
- 18. #1 – DISCOVERVALUE
- 20. „Indi Young, MentalModels. 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
- 22. #2 DEFINE VALUE Minimizethe time it takes to summarize notes from an event Minimize Reduce Lower Maximize Increase Raise Time Ability Effort Chances Likelihood DIRECTION UNIT QUALIFIER DESIRED OUTCOMES
- 23. 1. Maximize theability 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
- 24. 9 Importance 3 Satisfaction Satisfaction Gap 6 Importance+ Satisfaction Gap = Opportunity score 9 + 6 = 15
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- 26. #3 – DESIGNVALUE Job Stories Alan Klement, “Replacing The User Story With The Job Story”
- 27. #3 – DESIGNVALUE
- 28. #4 – DELIVERVALUE 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
- 29. Functional job (1) Desired outcome Situation & Motivatio nFunctionaljob (2) Emotional job Social job
- 30. #5 – (RE)DEFINEVALUE “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
- 31. #5 – (RE)DEFINEVALUE “Customers struggle when they try to make their life better but don’t know how. We call this struggle a Job to be Done.”
- 32. JTBD offers apractical ‘lens’ to view various aspects our your organization and shift the view from inside-out to outside-in3
- 33. Surviving disruption requiresa focus on JTBDs, something relevant to designers when applied in practical ways 1 2 3
- 34. “People don’t wanta quarter-inch drill, they want a quarter- inch hole.” THEODORE LEVITT
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