Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Software Conference 2014
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Transcript of Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Software Conference 2014
Turn JTBD Theory into PracticeWith Outcome-Driven Innovation
We all share a desire to create successful, game-changing
products
Most of you will never work on a successful productin your lifetime
Innovation = solutions that satisfy unmet needs
Innovation = solutions that satisfy unmet needs
Stage 1
Stage 2
Stage3
Stage4
Stage5
Gate2
Gate3
Gate1
Gate4
Gate5
CreateBusiness Case Development
Testing and Validation Launch
Traditional innovation begins with ideas
Ideas Scoping
Innovation ProcessWho is the customer?
What problem are they trying to solve?
What customer segment makes the most attractive target?
What unmet customer needs should we address?
5% succeed
Stage 1
Stage 2
Stage3
Stage4
Stage5
Gate2
Gate3
Gate1
Gate4
Gate5
Innovation Process
ProductStrategy Development
Testing and Validation Launch
Innovation should be a needs-first process
Market& Needs
MarketStrategy
Who is the customer?
What problem are they trying to solve?
What customer segment makes the most attractive target?
What unmet customer needs should we address?
Development Process86%
succeed
You can’t satisfy customer needs if you don’t know what they are
Customer needs are elusive and misunderstood
What constitutes a legitimate need statement?
Att
rib
ute
s
Solu
tion
s
Sp
ecifi
cati
on
s
Pro
ble
ms
Req
uir
em
en
tsCustomer Needs
Wants
Mu
st
haves
Exciters
Delighters
Valu
e d
rivers
Latent needs
Unarticulatedneeds
Expectations
Characteristics
Desir
es Wishe
sFeatures
Benefits
Ideas
Job
s
Tab
le s
takes
Through a jobs-to-be-done lens, new possibilities emerge
“People don’t want a quarter inch drill, they want a quarter inch hole.”Theodore Levitt - 1962
Outcome-Driven Innovation
Market definition
Market strategyNeeds analysis
ODI transforms JTBD theory into practice
Market definition
Market strategyNeeds analysis
How should a “market” be defined?
Market LP market MP3 marketCD marketStreaming
market
Markets are often defined around products
Listen to music
LP market MP3 marketStreaming
marketCD market
People buy products to get jobs done
Market
Don’t gamble on innovation
The support team is not the primary customer
The job executor is the primary customer
The buyer is not the primary customer
Rule 1: define the customer as the job executor
Talk to music enthusiasts about the job of listening to music.
Market Music enthusiasts Listening to music
+
Rule 2: define the market as an executor/job
Rule 3: analyze the job-to-be-done
Confirm
MonitorExecute
Define Locate Prepare
Modify Conclude
The Customer-Centered Innovation Map, Harvard Business Review, 2008
Job map for ‘listening to music’
Confirm the music plan
Monitor the experience
Assess the situation
Gather the desired music
Organize the music
Modify the music
selection
Assess the experience
MP3 players get more of the job done
Confirm the music plan
Monitor the experience
Assess the situation
Gather the desired music
Organize the music
Modify the music
selection
Assess the experience
Streaming services get more of the job done
Confirm the music plan
Monitor the experience
Assess the situation
Gather the desired music
Organize the music
Modify the music
selection
Assess the experience
The ultimate solution can be envisioned once the job is known
Solutions evolve to get the whole job done
How should a customer “need” be defined?
Market definition
Market strategyNeeds analysis
Rule 4: define customer needs as desired outcomes
Giving Customers a Fair Hearing,MIT Sloan Management Review 2008
Needs
Outcomes are perfectly defined need statements
Desired outcomes are the glue that holds the innovation process together
Listeners have desired outcomes
Confirm the music plan
Monitor the experience
Assess the situation
Gather the desired music
Organize the music
Modify the music
selection
Assess the experience
Minimize the time it takes to determine how much music will be needed, e.g., minutes,
etc.
Confirm the music plan
Monitor the experience
Assess the situation
Gather the desired music
Organize the music
Modify the music
selection
Assess the experience
Listeners have desired outcomes
Minimize the time it takes to determine what songs to include
Confirm the music plan
Monitor the experience
Assess the situation
Gather the desired music
Organize the music
Modify the music
selection
Assess the experience
Listeners have desired outcomes
Minimize the time it takes to determine the order in which to play the songs
Confirm the music plan
Monitor the experience
Assess the situation
Gather the desired music
Organize the music
Modify the music
selection
Assess the experience
Listeners have desired outcomes
Minimize the likelihood that the music sounds distorted
Confirm the music plan
Monitor the experience
Assess the situation
Gather the desired music
Organize the music
Modify the music
selection
Assess the experience
Listeners have desired outcomes
Minimize the time it takes to remove songs that
you no longer want to hear
Outcomes power a predictive model for growth
Desired outcomes
Minimize the time it takes to determine the order in which to play the songs
-- -- +++
Minimize the likelihood that the music sounds distorted --
++
+++
Minimize the time it takes to remove songs that you no longer want to hear
-- -- + +
Solutions
How should a “market strategy” be defined?
Market definition
Market strategyNeeds analysis
Deciding which unmet outcomes to target is the essence of strategy
Rule 5: unmet outcomes drive market strategy
The opportunity landscape paints the picture Opportunity score = importance + max (importance – satisfaction, 0)
Importance Satisfaction Outcome 1 2 3 4 5 IMP 1 2 3 4 5 SAT OPP Minimize the time … 5 5 9 47 34 8.1 12 28 30 17 13 3.0 13.2
DesiredOutcome
Sati
sfact
ion
Importance
Overserved
Underserved
The opportunity landscape paints the picture Opportunity score = importance + max (importance – satisfaction, 0)
Importance Satisfaction Outcome 1 2 3 4 5 IMP 1 2 3 4 5 SAT OPP Minimize the time … 5 5 9 47 34 8.1 12 28 30 17 13 3.0 13.2
DesiredOutcomes
Sati
sfact
ion
Importance
Overserved
Underserved
Traditional segmentation does not work for innovation
Not all job executors are alike
Gender does not reveal unique opportunities
Sati
sfact
ion
Importance
Overserved
Underserved
Age does not reveal unique opportunities
Sati
sfact
ion
Importance
Overserved
Underserved
Region does not reveal unique opportunities
Sati
sfact
ion
Importance
Overserved
Underserved
Size does not reveal unique opportunities
Sati
sfact
ion
Importance
Overserved
Underserved
Rule 6: segment around unmet outcomes
Outcome-based segmentation reveals hidden opportunities
ODI reveals hidden segments of opportunity
Sati
sfact
ion
Importance
Overserved
Underserved
Rule 7: the segment type dictates the strategy
The “right” strategy is the difference between success and failure
Product improvement Sustaining innovationDisruptive innovation Breakthrough innovation
When will a product improvement strategy work?Few underserved outcomes – add features to get the job done better
Sati
sfact
ion
Importance
Overserved
Underserved
Uncovered segment with 14 unmet outcomesAdded the right featuresCreated a best seller in North America for 8 years
A winning product improvement strategy
When will a disruptive innovation strategy work?Overserved segment – lower cost solution to get the job done worse
Sati
sfact
ion
Importance
Overserved
Underserved
Built a low-cost platformCreated a $300M electronic evidence discovery businessLed the industry for over a decade
A winning disruptive innovation strategy
When will a sustaining innovation strategy work?Appropriately-served segment – add features to help get more jobs done
Sati
sfact
ion
Importance
Overserved
Underserved
Discovered more jobs-to-be-doneDeveloped new ways to enhance its software assurance offering Increased subscription rate by 150% and grew revenue by over $1 billion
A winning sustaining innovation strategy
When will a breakthrough strategy work?Highly underserved – new product to get the job done significantly better
Sati
sfact
ion
Importance
Overserved
Underserved
Small share increase can generate a disproportionate share of profits
Winning breakthrough innovation strategies
Dyson5x more expensive24% market share59% profit share
Nest7x more expensive8% market share25% profit share
Apple3x more expensive12% market share70% profit share
Now it is time for idea generation
Stage 1
Stage 2
Stage3
Stage4
Stage5
Gate2
Gate3
Gate1
Gate4
Gate5
Who is the customer?
What problem are they trying to solve?
What customer segment makes the most attractive target?
What unmet customer needs should we address?
Innovation Process
Ideation
Rule 8: Get the job done significantly better
Success comes from getting the job done at least 20 - 30% better
Don’t gamble on innovation
You decide.
Outcome-Driven Innovation®
[email protected]: @ulwick
Stage 1
Stage 2
Stage3
Stage4
Stage5
Gate2
Gate3
Gate1
Gate4
Gate5
Innovation Process
ProductStrategy Development
Testing and Validation Launch
Outcome-Driven Innovation process
Market& Needs
MarketStrategy
Who is the customer?
What problem are they trying to solve?
What customer segment makes the most attractive target?
What unmet customer needs should we address?
Development Process