Customers' Job To Be Done

1. 1
INNODYNBusiness Growth Development
®
Customers’ Job To Be Done

2. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Ex:
Why
do
customers
buy/use
hammers?
• The
provider's
view
is
that
customers
need
a
hammer
to
exert
controlled
blunt
force
on
some
object
(Ex:
a
nail)
–
a
customer
centric
view.
• The
customer’s
view
is
that
a
hammer
is
the
means
to
get
a
“job”
done
(Ex:
hang
a
picture)
–
a
job
centric
perspec2ve
2

3. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• From
the
producers
perspec2ve,
the
hammer
is
a
product
with
with
features
and
benefits
• But,
from
the
customer’s
perspec2ve,
the
hammer
is
a
point-­‐in-­‐9me
solu%on
that
enables
them
to
get
a
certain
job
done
3

4. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Customers
have
“jobs”
that
arise
regularly
that
they
need
to
get
done.
• Customers
set
out
to
“hire”
something
or
someone
to
do
the
job
as
effec2vely,
conveniently
as
possible
at
the
least
cost.
4

5. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Jobs
To
Be
Done
Old
Solu%on
New
Solu%on
Search
for
informa2on
Library
Internet
Detect
enemy
at
night
Flares
Night
vision
Make
many
products
for
mass
Market
Many
crasmen
Produc2on
line
Ingest
medicine
Pills
and
shots
Skin
patches
Execute
basic
legal
func2ons
Lawyers
Legalzoom.com
Keep
windows
clean
Clean
with
Squeegee
Self-­‐cleaning
glass
Clean
teeth
Manual
brushing
Automated
with
sound
waves
• All
products
are
“point
in
2me”
solu2ons.
• Customers
will
always
migrate
to
solu2ons
that
will
help
them
get
a
job
done
beber.
• The
products
change
due
to
the
evolu2on
of
technology,
but
the
jobs
are
stable
over
long
periods
of
2me.

6. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
6
“People
don’t
buy
quarter
inch
drills;
they
buy
quarter-­‐inch
holes.
The
drill
just
happens
to
be
the
best
means
available
to
get
that
job
done”.
Theodore
Levib
Origina2on
of
the
JTBD
Concept
Harvard
Business
School
Professor

7. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Most
of
the
2me
customers
must
do
mul2ple
smaller
jobs
to
get
a
Big
Job
done.
7
Big
Job
Suppor2ng
Job
Suppor2ng
Job
Suppor2ng
Job
Suppor2ng
Job

8. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Types
of
customer
Jobs
(provider
perspec2ve)
8
Suppor2ng
Jobs
Related
Jobs
Adjacent
Jobs
Update EMR
System
Expand
Knowledge
Manage
Finances
Software
Medical
Equipment
Procedures
Train StaffProvider
Suppor2ng
Jobs

9. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Suppor%ng
Jobs
• All
the
jobs
that
are
required
to
do
a
big
job.
• If
any
required
suppor2ng
job
is
missing,
then
the
big
job
cannot
be
done.
• The
suppor2ng
jobs
collec2vely
define
how
the
big
job
gets
done.
9

10. 10
Supporting Jobs
Big Job
Related Jobs Adjacent Jobs
Describe a big job that your organization currently helps the
customer do via your solution.
STEP 1:
Categorize the supporting jobs as either related to or adjacent
to the job that you already help the customer do via your
solution.
STEP 2:
STEP 3:
List all the supporting jobs that are necessary to get
the big job done.
Related jobs and adjacent jobs are types of supporting jobs.NOTE:

11. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Related
Jobs
• Customer
jobs
that
have
similar
characteris2cs
to
a
job
that
a
provider
is
already
helping
the
customer
get
done.
Take,
for
example
a
provider
that
offers
a
solu2on
for
maintaining
landing
gear
on
commercial
airplanes.
Other
related
jobs
include
maintaining
the
exterior
of
the
plane,
maintaining
the
interior
of
the
plane,
and
maintaining
ground
support
equipment.
Because
a
provider
already
has
a
core
competence
in
mechanical
aircra
maintenance,
they
may
be
able
to
help
the
airline
do
the
other
plane
maintenance
jobs
more
effec2vely/efficiently
than
they
are
currently
doing
via
the
other
maintenance
providers.
Adjacent
Jobs
• Customer
jobs
that
do
not
have
similar
characteris2cs
as
the
job
that
a
provider
is
already
helping
the
customer
get
done.
For
example,
the
JTBD
of
of
training
pilots
is
not
at
all
similar
to
the
JTBD
of
maintaining
landing
gear.
These
two
jobs
require
completely
different
resources
and
competences.
11

12. 12
Help me transport passengers safely to their destinations
Help me keep my
airplanes in good
operating condition
Help me
train Pilots
Help me staff planes
with competent crew
Help me maintain
the landing gear
Help me maintain
the engine
Help me train
flight attendants
Help me hire
qualified pilots
Help me maintain the
exterior of the plane
Help me train
ground crew
Help me
maintain good
ground support
Help me
maintain ground
support
equipment
Help me hire
qualified flight
attendants
Help me maintain the
interior of the plane
Help me
hire qualified
ground crew
Relatd Jobs
Adjacent Jobs
Customer: Commercial Airline
Provider: Airplane maintenance company
Currently provides landing gear maintenance
JTBD
Supporting JobsSupporting Jobs
Example

13. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
13
BIG JOB
JTBD
JTBD
JTBD
JTBD
JTBD
JTBD
JTBD
JTBD
JTBD
Related
Jobs
Provider
Adjacent
Jobs
A
More
Generic
View
?
?
?

14. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
14
Plan
Select
Determine
DEFINE
Gather
Access
Retrieve
LOCATE
Set up
Organize
Examine
PREPARE
Validate
Prioritize
Decide
CONFIRM
Store
Finish
Close
CONCLUDE
Update
Adjust
Maintain
MODIFY
Verify
Track
Check
MONITOR
Perform
Transact
Administer
EXECUTE
Troubleshoot
Restore
Fix
RESOLVE
Universal
Job
Map
(Customer’s
Point
of
View)
JTBD

15. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• A
job
map
depicts
how
a
provider
does
a
job
as
a
number
of
process
steps
• Unlike
a
tradi2onal
process
map,
a
job
map
does
not
show
what
the
customer
is
doing
(an
ac2vity
view)
• Rather,
it
describes
what
the
customer
is
trying
to
get
done
(a
jobs
view).
15

16. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
16
Structure of a Job Statement
(Action verb) (Object of action) (Contextual clarifier)
Clean clothes at home
Manage personal finances at home
A
job
statement
is
necessary
to
describe
a
JTBD

17. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Using
the
job
to
be
done
as
a
lens,
it
becomes
apparent
that
customers
are
oen
trying
to
perform
mul2ple
tasks
simultaneously
to
get
a
big
job
done.
17
• However,
many
providers
tend
to
focus
their
products
on
a
single
suppor2ng
job
(or
just
a
few
tasks).

18. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Customer
usually
have
to
cobble
together
lots
of
incompa2ble
solu2ons
in
order
to
get
the
en2re
job
done
• They
are
always
looking
for
solu2ons
that
can
help
them
get
a
big
job
more
effec2vely
– Less
2me,
less
effort,
less
less
cost,
etc.
18

19. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Dimensions
of
Customer
Jobs
19
Tasks
people
seek
to
accomplish
The
way
people
want
to
feel
How
people
want
to
be
perceived
by
others
Functional
Jobs
Emotional Jobs
Personal Social
Ex:
When
buying
a
car,
a
person
wants
to
transport
themselves
from
one
place
to
another
(func%onal
job),
but
also
may
want
feel
successful
while
driving
(personal
job)
and
be
perceived
as
abrac2ve
by
others
(social
job).
Important
for
Design
&
Marke%ng
Phase

20. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Q:
How
does
the
Job-­‐to-­‐be-­‐done
become
a
priority
in
the
mind
of
the
customer?
20
Personal
&
Organiza2onal
Values
Trends
Big
Job
Related
Jobs
Adjacent
Jobs
Priority

21. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
21
Contact service
provider and/or
access service
Define and/or
communicate
service needs
Evaluate and/or
select service
options
Confirm and/or
finalize service
plan
Adjust service
plan and/or its
execution
Contact service
provider and/or
access service
Get questions
answered and/
or problems
resolved
Evaluate and/or
monitor service
delivery
Fulfill customer
responsibilities
Receive Service
Initiate service
delivery
Pay for service
Trends
can
also
make
a
related
job
or
adjacent
job
more
(or
less)
of
a
priority.

22. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Customer
Demand:
Where
Does
it
Originate?
• Customer
demand
begins
with
an
awareness
of
needing
to
a
job
done
• The
func2onal,
emo2onal,
and
social
dimensions
of
the
jobs
that
customers
need
to
get
done
cons2tute
the
circumstances
that
mo2vate
them
to
seek
out
solu2ons
22

23. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Discovering
customer
jobs
that
aren’t
gerng
done
very
well
gives
a
provider
a
much
clearer
roadmap
for
innova2ng
successful
products.
• A
jobs-­‐to-­‐be-­‐done
perspec2ve
is
the
only
way
to
see
accurately
what
products
customers
will
value
in
the
future,
and
why.
23

24. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• The
jobs
to
be
done
concept
can
be
used
as
a
way
to
categorize
markets
based
on
customer
circumstances.
24
Defining
Markets
In
a
Different
Way
• The
way
a
provider
defines
its’
market
influences
which
products
it
develops,
the
design
of
those
products,
and
the
marke2ng
of
those
products.
§ Defines
who
is
framed
as
compe2tor
and
how
large
specific
market
opportuni2es
are
believed
to
be.

25. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Segmen2ng
markets
by
product
type,
by
price
point,
by
customer
behavior,
demographics,
and
psychographics
oen
lead
providers
to
aim
their
new
products
at
phantom
targets.
25
• Providers
focus
on
the
abributes
of
products
and
customers
rather
than
the
jobs
that
customers
are
trying
to
get
done.

26. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Problem:
product
and
customer
characteris2cs
are
poor
predictors
of
customer
demand
26
• Customers’
buying
decisions
rarely
conform
to
the
“average”
customer
in
their
demographic;
customers
do
not
they
confine
their
search
for
solu2ons
within
a
defined
product
category.

27. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Job-­‐based
view
vs.
conven%onal
needs-­‐based
view
• A
jobs-­‐based
view
focuses
on
the
circumstance
itself,
whereas
a
needs-­‐based
view
focuses
on
the
customer
as
the
unit
of
analysis.
• Needs-­‐based
analyses
oen
fails
to
ask
the
fundamental
“why”
ques2on.
If
you
don’t
understand
the
root
of
the
need,
you
risk
targe2ng
the
wrong
problem.
27
Fools
Gold

28. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• A
product
stands
lible
chance
of
success
if
it
requires
customers
to
priori2ze
jobs
they
haven’t
cared
about
in
the
past.
• Customers
don’t
just
“change
jobs”
because
a
new
product
becomes
available.
Rather,
a
new
product
will
succeed
to
the
extent
it
helps
customers
accomplish
more
effec2vely
and
conveniently
what
they’re
already
trying
to
do.
28

29. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Innova2ons
that
make
it
easier
for
customers
to
do
what
they
weren’t
already
trying
to
get
done
compete
against
customers’
priori2es.
This
is
very
hard
to
do.
29

30. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Define
customers
as
job
executors
• Define
your
markets
around
the
job
to
be
done
• Help
customers
get
the
en2re
job
done
• Help
customers
get
more
jobs
done
• Target
those
who
will
pay
the
most
to
get
the
job
done
best
30

31. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
31
For
innova2on,
how
do
we
know
what
customers
want?
Or
horse
carriage?

32. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
32
• Providers
oen
do
not
get
a
complete
and
accurate
picture
of
what
[new]
solu2ons
customers
want.
• Conven2onal
VOC
methods
seek
to
capture
the
abributes
and
characteris2cs
that
customer
want
or
value
in
exis2ng
solu2ons.
• For
the
purpose
of
innova%on,
we
want
to
know
the
criteria
that
customers
use
to
define
the
successful
execu2on
of
a
job,
not
not
desired
characteris9cs
of
a
solu9on.

33. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Customers
not
only
want
to
get
the
job
done,
but
they
also
want
to
be
able
to
do
it
more
effec2vely,
conveniently,
or
less
expensively.
• Yet
to
define
just
what
“more
effec2vely”
or
“more
conveniently”
means,
customers
have
a
set
of
that
define
how
they
want
to
get
the
job
done,
and
what
it
means
to
get
the
job
done
perfectly.
33

34. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Just
as
Providers
use
metrics
to
evaluate
the
output
quality
of
a
business
process,
customers
use
metrics
to
measure
the
successful
comple2on
of
a
job.
• Customers
have
these
metrics
in
their
minds,
but
they
seldom
ar2culate
them,
and
companies
rarely
understand
them.
• These
metrics
are
the
customers’
desired
outcomes
and
they
represent
the
customers’
needs
with
respect
to
gerng
a
job
done.
34

35. 35

36. 36

37. 37

38. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Customer
Desired
Outcomes
Vs.
Func%onal
Requirements
• Desired
outcomes:
solu2on
free
value
criteria
that
defines
the
perfect
execu2on
of
JTBDs.
– Minimize
the
2me
it
takes
to
clean
clothes
• Func%onal
requirements:
solu2on-­‐specific
performance
characteris2cs
– Candle
burn
2me
(target
=
32
hours)
– PC
babery
life
(target
=
8
hours)
38

39. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
39
Job Importance
JobSatisfaction
0
0
6 7 8 9 1054321
1
2
3
4
5
6
7
8
9
10
Gold
Silver
Bronze
Small
Growth
Possibilities
Smaller
Very
Small
So Watch
the Trends!
Trends can
shift these
jobs into an
opportunity
zones
JTBD Opportunity Zones
Priori2zing
JTBDs

40. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
JTBD
Growth
Strategies
• Core
Growth
–
target
unmet
needs
within
current
product
plaworms
• Related
Job
Growth
• Adjacent
Job
Growth
• Acquire
non
customers
by
removing
constraint
on
consump9on
(applies
to
others)
40
• Disrup2ve
Growth
–
target
under
served
or
over
served
customers
that
are
using
exis2ng
solu2ons

41. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
Jobs-­‐to-­‐be-­‐Done
Steps
Needed
inputs:
growth
target,
trends
analysis,
strategic
competencies
Step
1:
Describe
a
Big
Job
that
your
organiza2on
can
help
a
customer
get
done
(or
that
you
are
already
helping
get
done).
Step
2:
List
the
suppor2ng
jobs
that
are
necessary
to
get
the
Big
Job
done
(ar2culate
job
statements
and
indicate
hierarchical
rela2onships
among
suppor2ng
jobs).
Step
3:
Categorize
the
suppor2ng
jobs
as
either
related
or
adjacent
to
the
provider’s
exis2ng
solu2ons
(or
intended
future
solu2ons).
Step
4:
Priori2ze
the
JTBD
opportuni2es
based
trends
analysis
and
strategic
competencies
Step
5:
Choose
a
JTBD
growth
strategy
41

42. Jobs-­‐to-­‐be-­‐Done
&
Demand
Crea2on
2014,
INNODYN,
LLC
• Jobs-­‐to-­‐be-­‐done
theory
explains
why
customers
seek
out
market
solu2ons
and
the
value
criteria
they
use
to
evaluate
solu2ons.
• However,
JTBD
theory
does
not
explicate
actual
customer
demand
in
the
context
of
a
compe22ve
market.
42
• Need
a
way
to
explain
why
a
customer
selects
a
certain
solu2on
from
other
compe22ve
solu2ons
available
to
them
in
the
market.