Jackie Wolking & Claire Wescott | February 2019...aspirational. Since interviews are based on actual...

Jackie Wolking & Claire Wescott | February 2019

Strategy Lab Goal + Today’s Team Independent schools will make strategic progress. They will solve pressing challenges and

seize the right opportunities in order to live into their missions and secure sustainable futures.

NAIS Strategy Lab | February 2019 2

Claire Wescott

Director of Project

Management

Jackie Wolking

Director of Innovation

Programs

2

Today’s Learning ObjectivesAs a result of today’s presentation, school leaders will:

● Understand NAIS's Jobs-to-be-Done (JTBD) parent research and strategically discuss their

school's specific parent population and market reality;

● Use a systems thinking framework to analyze forces inside and outside their school's

control, and brainstorm creative inputs that can lead to new and innovative outputs; and,

● Synthesize their insights on whom they serve, what they offer, and how that fits into their

school's dynamic environment to build alignment and buy-in among key stakeholders.

33NAIS Strategy Lab | February 2019

Agenda

4

NAIS Parent JTBD 1:15 - 2:00 pm

Designing with JTBD & Systems Thinking 2:00 - 2:45 pm

Systems Thinking & JTBD at your School 2:45 - 3:35 pm

Learnings & Next Steps 3:35 - 4:00 pm

NAIS Strategy Lab | February 2019

Zip Share Introductions

5

Your Name

Your Current

School

Name + Location

Your Job Title Why Attend

Today?


Agenda

6






JTBD Snapshot: Why do parents hire our schools?

7

JTBD 1Help me help my

child overcome

obstacles

JTBD 2Help me fulfill my

child’s potential in a

values-aligned

community

JTBD 4Help me realize my

plan for my talented

child

JTBD 3Help me

develop a well-

rounded person

who will impact the

world


What is a JTBD?

8

The JTBD methodology is based on the core belief that consumers (typically

parents and guardians) do not buy products and brands, but rather

consumers fire & hire candidates (typically schools) to perform a “job”

for them.

The JTBD methodology consists of a series of interviews with consumers who

have recently hired & fired a particular product or its competition. The results of

these interviews are coded and analyzed using cluster analysis in order to

find common patterns of firing & hiring behavior that are observable, not

aspirational.

Since interviews are based on actual behavior, the true hiring & firing

criteria, and are inclusive of the trade-offs consumers made, the JTBD

methodology is better able to identify what is truly important to consumers and

how they behave versus how they “say” they will behave.


JTBD: Timeline


JTBD: Forces of Progress

10

Two Forces that Promote a New Choice

Two Forces that Block Change


Struggling Moment

JTBD: Context is Key

11

Functional: What

the product does

Emotional:

How it makes

them feel

Social:

How others

perceive them

A JTBD is the progress that a person is trying to make in

a particular circumstance.

It includes an understanding of the functional,

emotional, & social characteristics of the desired

outcome the person is trying to achieve.


ActivityTake 5 minutes to read through the JTBD profiles on pages 3-6 in your toolkit individually.

Once your table is finished, discuss the following questions (found on page 8) for 20 minutes:

Which JTBD does your school serve well?

Which JTBD does your school struggle to serve?


Agenda

13






IT University Example


University of Phoenix Example


Compare Examples

16

Turn & Talk

What differences did

you notice between the

commercials?

Which approach was

more effective?(2 mins)

IT University Example University of Phoenix Example

“Supply-Side” ApproachTraditional Marketing

“Demand-Side” Approach

Job-To-Be-Done Marketing


Supply-side vs. Demand-side Innovation

17

Mar

ket D

isco

nnec

t -”T

he G

ap”

JTBD

Parent

ContextStruggling

Moment

Current School Situation

Demand-Side InnovationThe Progress the Parent is Trying to Make

Supply-Side InnovationWhat The School Can Deliver

School

SystemResources

External Pressures

Outcomes

& Metrics

Work• Context

• Struggling Moments

• Push & Pulls / Anxieties & Habits

• Functional, Social & Emotional

• Desired Outcomes

• Trade-Offs

Design Requirements


Systems Thinking + JTBD

Follow along on page 9 in your toolkit as we map out a School System and then integrate the JTBD.


Agenda

19






Activity: Your School System + JTBD

Turn to page 10 in your toolkit.

20 minutes of independent work time.

20 minutes to find a partner and share.


Partner Share Out

21

Which JTBD did

you focus on and

why?

Do your metrics

align with the

parents’ metrics?

What new

outcomes

emerged while

mapping this

JTBD to your

school system?

What new

resources and

work emerged

while mapping this

JTBD to your

school system?


Whole Group Share Out

22

What new insights emerged

as you looked at your

school’s system through your

selected JTBD?


Agenda

23






Demand-Side Innovations

24

Infuse JTBD language

into everything from

marketing for the event to

the Q&A used during the

event to increase

awareness in the

community and

ultimately improve yield.

Reimagine the Open House Experience

Strategically narrow

which JTBD to serve

to promote

operational

efficiencies and

create a stronger

brand to increase

enrollment pipelines.

Strategic Planning with JTBD

When grading policies

change from lower to

middle or middle to upper

school, use a JTBD lens to

align the supply and

demand-side and combat

a high attrition rate in

these grades.

Redesign Grading Policies

Aligning Hiring Practices

When hiring teachers, look

for alignment between their

values and the JTBD you

serve to facilitate a

stronger culture of

demand-side innovation and

build a collective sense of

empathy for the parents.


Strategy Lab Objectives

25

Strategy Lab empowers current and future school leaders with resources, experiences, and

networks that:

Enhance their innovation cultures;

Develop their skills for Project Level Innovation Designs (PLID);

Connect innovation designs to their current realities & strategic visions;

Build their schools’ capacity for effective implementation of innovation designs;

and,

Expand their opportunities for cross-school collaboration.


Upcoming Strategy Lab Workshops

26

March 2019: Charlotte, NC

April 2019: Washington, DC

2019 - 2020 School Year: TBD

2018 - 2019 Past Workshop Locations:

Washington DC, Chicago, + Calabasas, CA


Additional Opportunities to Connect

27

AC Sessions● Making the Case: Understanding Why Parents

Choose Your School

○ Thursday: 11 am - 12 pm

● NAIS Strategy Lab: Lessons from the Field

○ Thursday: 1:30 - 2:30 pm

Spring 2019 NAIS Magazine● Innovating from the Other Side article

Website & Email Address● Visit http://strategylab.nais.org

● Email us at [email protected] WescottDirector of Project

Management

Tim FishChief Innovation

Officer

Jackie WolkingDirector of Innovation

Programs

Mark MitchellVice President


Exit Ticket

28

3: Things you learned

2: Questions you have

1: Idea you are excited to put into practice!


EXTRAS

Project Charter

30

A PROJECT CHARTER IS…● A roadmap to solve a strategic problem● A living document that outlines solutions

A PROJECT CHARTER IS NOT…● Just a task list● The whole answer

YOUR ROLE AS A LEADERSHIP TEAM:

Identify problems

Shape the vision for solving problems

Be the sounding board for the project team

Be the person/team that will help the project lead link learning across teams

YOUR ROLE AS A PROJECT LEAD:

Take the project vision and build tasks for team members

Merge learning from each workstream to build solutions

Work with the leadership team to make sure progress is being made

Work with the leadership team on getting resources to solve strategic problems

YOUR ROLE AS A TEAM MEMBER:

Use your expertise to help the team solve the problem

Do research on ways to solve the problems

Actively try to solve the strategic problem you have been charged to solve

Do the tasks that are assigned

Project Charter

31

RESTATE THE PROBLEM

What’s the core problem you are trying to solve and for which JTBD?

POSSIBLE SOLUTION

Focus on an outcome you are hoping to achieve? What resources do you need to add/change to achieve this outcome? What work will result from attempting to achieve this outcome?

CONTEXT Who should be on the team?Leadership Sponsor/Team:

Project Lead:

Team Members:

How will you measure progress in the next 7, 30, 60 days? How and when will you measure success?

Project Charter

32

IN SCOPE What activities should be included in this project? What’s achievable?

OUT OF SCOPE What activities should be excluded from this project? What are you NOT going to focus on today or in the near future related to this project?

ASSUMPTIONS What things do you accept as true in relation in this project?

CONSTRAINTS What limitations or restrictions might you encounter when implementing this project?

QUESTIONS TO ANSWER: What questions will the project team need to answer before they can start the work?

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