Disruption and JTBD
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Putting Jobs To Be Done to Work: A Framework for Disruption
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Transcript of Disruption and JTBD
Putting Jobs To Be Done to Work: A Framework for Disruption
@JimKalbach
AGENDA
• Disruption
• Jobs To Be Done (JTBD)
• Practical Examples
Disruption
Sustaining
WHAT IS “DISRUPTION“?
Lower performance:CheaperEasier
QuickerConvenient
PERFORMANCE
TIME
MARKETDEMAND
LOW
HIGH
Encyclopedias Wikipedia
Book stores Amazon
CDs MP3
Film photography Digital photography
Premium airlines Budget airlines
Rental cars Car sharing
Telephone VOIP
GoToMeeting gets high-definition video conferencing
chamilton Aug 2, 2011 - 5:00 AM CDT
Skype for business
JOBS TO BE DONE (JTBD)
Progress toward a goal
•Beyond demographics•Not solutions•Show causality•Why people “hire“
At the core of disruption is a realization that opportunity comes from of understanding the jobs people want to get done.1
PRACTICAL MODEL FOR JTBDs
DIMENSIONS
CIRCUMSTANCE
DIMENSIONS: “HIRING“ A KEYLESS LOCK
• FUNCTIONAL - Control access to my home
• EMOTIONAL - Feel secure and safe
• SOCIAL - Let visitors in, keep strangers out
• 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
Maximize my ability to allow visitors in during
the dayMinimizeReduceLower
MaximizeIncreaseRaise
TimeAbilityEffortChancesLikelihood
DIRECTION UNIT QUALIFIER
DESIRED OUTCOMES
1. Maximize the ability to allow visitors in
during the day 1 2 3 4 5 6 7 8 9 10Very 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 10Very low Very high
A. How important is this to you?
B. How well is this currently being satisfied?
OPPORTUNITY
Satisfaction
Importance
TONY ULWICK
JTBDs give designers a way of capturing insight that leverages our skills for finding real business opportunities2
APPLYING JTBDs
1. Understand the market
2. Design for the market
3. Speak to the market
4. (Re)define the market
MAPPING
„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
#2 – DESIGN FOR THE MARKET
Job Stories
Alan Klement, “Replacing The User Story With The Job Story”
#2 – DESIGN FOR THE MARKET
#3 – SPEAK TO THE MARKET
Shift language to reflect JTBD
BEFOREOur conference software features high-definition video with the best resolution
AFTERConnect with remote colleagues on a more personal level with true-to-life video
Functional job (1)
Desired outcome Situation
& Motivatio
nFunctional job (2)
Emotional job Social job
#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
#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.”
JTBD offers a practical ‘lens’ to view various aspects our your organization and shift the view from inside-out to outside-in3
Surviving disruption requires a focus
on JTBDs, something relevant to
designers when applied in practical
ways
123
“People don’t want a quarter-inch drill, they want a quarter-inch hole.”
THEODORE LEVITT
