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Turn JTBD Theory into Practice 
With Outcome-Driven Innovation
We all share a desire to create 
successful, game-changing products
Most of you will never work 
on a successful product 
in your lifetime
Innovation = solutions that satisfy unmet needs
Innovation = solutions that satisfy unmet needs
Traditional innovation begins with ideas 
Stage 
1 
Stage 
2 
Stage 
3 
Stage 
4 
Stage 
5 
Gate 
2 
Gate 
3 
Gate 
1 
Gat...
Innovation should be a needs-first process 
Stage 
1 
Product 
Strategy Development 
Stage 
2 
Stage 
3 
Stage 
4 
Stage 
...
Customer needs are elusive and misunderstood 
You can’t satisfy 
customer needs if 
you don’t know 
what they are
What constitutes a legitimate need statement? 
Wants 
Attributes 
Solutions 
Specifications 
Unarticulated 
needs 
Problem...
Through a jobs-to-be-done 
lens, new possibilities emerge 
“People don’t want a quarter inch 
drill, they want a quarter i...
Outcome-Driven Innovation
ODI transforms JTBD theory into practice 
Market definition Needs analysis Market strategy
How should a “market” be defined? 
Market definition Needs analysis Market strategy
Markets are often defined around products 
Market LP market CD market MP3 market Streaming market
People buy products to get jobs done 
LP market CD market MP3 market Streaming market 
Listen to music 
Market
Don’t gamble on innovation
Rule 1: define the customer as the job executor 
The support team is not 
the primary customer 
The job executor is 
the p...
Rule 2: define the market as an executor/job 
Market Music enthusiasts Listening to music 
+ 
Talk to music enthusiasts ab...
Rule 3: analyze the job-to-be-done 
Confirm 
Define Locate Prepare 
Execute Monitor 
Modify Conclude 
The Customer-Centere...
Job map for ‘listening to music’ 
Confirm the 
music plan 
Monitor the 
experience 
Assess the 
situation 
Gather the 
des...
MP3 players get more of the job done 
Confirm the 
music plan 
Monitor the 
experience 
Assess the 
situation 
Gather the ...
Streaming services get more of the job done 
Confirm the 
music plan 
Monitor the 
experience 
Assess the 
situation 
Gath...
Solutions evolve to get the whole job done 
The ultimate solution 
can be envisioned 
once the job is known
How should a customer “need” be defined? 
Market definition Needs analysis Market strategy
Rule 4: define customer needs as desired outcomes 
Giving Customers a Fair Hearing, 
MIT Sloan Management Review 2008 
Nee...
Outcomes are perfectly defined need statements 
Desired outcomes 
are the glue that 
holds the innovation 
process togethe...
Listeners have desired outcomes 
Confirm the 
music plan 
Monitor the 
experience 
Assess the 
situation 
Gather the 
desi...
Confirm the 
music plan 
Monitor the 
experience 
Assess the 
situation 
Gather the 
desired music 
Organize the 
music 
M...
Confirm the 
music plan 
Monitor the 
experience 
Assess the 
situation 
Gather the 
desired music 
Organize the 
music 
M...
Confirm the 
music plan 
Monitor the 
experience 
Assess the 
situation 
Gather the 
desired music 
Organize the 
music 
M...
Confirm the 
music plan 
Monitor the 
experience 
Assess the 
situation 
Gather the 
desired music 
Organize the 
music 
M...
Outcomes power a predictive model for growth 
Desired outcomes 
Solutions 
Minimize the time it takes to determine 
the or...
How should a “market strategy” be defined? 
Market definition Needs analysis Market strategy
Rule 5: unmet outcomes drive market strategy 
Deciding which 
unmet outcomes to 
target is the 
essence of 
strategy
The opportunity landscape paints the picture 
Opportunity score = importance + max (importance – satisfaction, 0) 
Importa...
The opportunity landscape paints the picture 
Opportunity score = importance + max (importance – satisfaction, 0) 
Importa...
Traditional 
segmentation 
does not work for 
innovation 
Not all job executors are alike
Gender does not reveal unique opportunities 
Overserved 
Satisfaction 
Importance 
Underserved
Age does not reveal unique opportunities 
Overserved 
Satisfaction 
Importance 
Underserved
Region does not reveal unique opportunities 
Overserved 
Satisfaction 
Importance 
Underserved
Size does not reveal unique opportunities 
Overserved 
Satisfaction 
Importance 
Underserved
Rule 6: segment around unmet outcomes 
Outcome-based 
segmentation reveals 
hidden opportunities
ODI reveals hidden segments of opportunity 
Overserved 
Satisfaction 
Importance 
Underserved
Rule 7: the segment type dictates the strategy 
Product improvement Disruptive innovation Sustaining innovation Breakthrou...
When will a product improvement strategy work? 
Few underserved outcomes – add features to get the job done better 
Overse...
A winning product improvement strategy 
• Uncovered segment with 
14 unmet outcomes 
• Added the right features 
• Created...
When will a disruptive innovation strategy work? 
Overserved segment – lower cost solution to get the job done worse 
Over...
A winning disruptive innovation strategy 
• Built a low-cost platform 
• Created a $300M electronic 
evidence discovery 
b...
When will a sustaining innovation strategy work? 
Appropriately-served segment – add features to help get more jobs done 
...
A winning sustaining innovation strategy 
• Discovered more jobs-to-be- 
done 
• Developed new ways to 
enhance its softwa...
When will a breakthrough strategy work? 
Highly underserved – new product to get the job done significantly better 
Overse...
Winning breakthrough innovation strategies 
Small share increase can generate a disproportionate share of profits 
Dyson 
...
Now it is time for idea generation 
Stage 
1 
Stage 
2 
Stage 
3 
Stage 
4 
Stage 
5 
Ideation 
Gate 
2 
Gate 
3 
Gate 
1 ...
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® 
ulwick@strategyn.com 
Twitter: @ulwick
Stage 
1 
Product 
Strategy Development 
Stage 
2 
Stage 
3 
Stage 
4 
Stage 
5 
Gate 
2 
Gate 
3 
Gate 
1 
Gate 
4 
Gate ...
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Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Software Conference 2014

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Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.

Watch if you are involved in product strategy or development, or simply want to make something great for your customers.

Publié dans : Business

Turn Jobs to Be Done Theory into Practice - Tony Ulwick at Business of Software Conference 2014

  1. 1. Turn JTBD Theory into Practice With Outcome-Driven Innovation
  2. 2. We all share a desire to create successful, game-changing products
  3. 3. Most of you will never work on a successful product in your lifetime
  4. 4. Innovation = solutions that satisfy unmet needs
  5. 5. Innovation = solutions that satisfy unmet needs
  6. 6. Traditional innovation begins with ideas Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Gate 2 Gate 3 Gate 1 Gate 4 Gate 5 Create Business Case Development Testing and Validation Launch Ideas Scoping Innovation Process 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? 5% succeed
  7. 7. Innovation should be a needs-first process Stage 1 Product Strategy Development Stage 2 Stage 3 Stage 4 Stage 5 Gate 2 Gate 3 Gate 1 Gate 4 Gate 5 Innovation Process Testing and Validation Launch Market & Needs Market Strategy 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 86% succeed
  8. 8. Customer needs are elusive and misunderstood You can’t satisfy customer needs if you don’t know what they are
  9. 9. What constitutes a legitimate need statement? Wants Attributes Solutions Specifications Unarticulated needs Problems Requirements Desires Customer Needs Must haves Exciters Delighters Value drivers Latent needs Expectations Characteristics Wishes Features Benefits Ideas Jobs Table stakes
  10. 10. 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
  11. 11. Outcome-Driven Innovation
  12. 12. ODI transforms JTBD theory into practice Market definition Needs analysis Market strategy
  13. 13. How should a “market” be defined? Market definition Needs analysis Market strategy
  14. 14. Markets are often defined around products Market LP market CD market MP3 market Streaming market
  15. 15. People buy products to get jobs done LP market CD market MP3 market Streaming market Listen to music Market
  16. 16. Don’t gamble on innovation
  17. 17. Rule 1: define the customer as the job executor The support team is not the primary customer The job executor is the primary customer The buyer is not the primary customer
  18. 18. Rule 2: define the market as an executor/job Market Music enthusiasts Listening to music + Talk to music enthusiasts about the job of listening to music.
  19. 19. Rule 3: analyze the job-to-be-done Confirm Define Locate Prepare Execute Monitor Modify Conclude The Customer-Centered Innovation Map, Harvard Business Review, 2008
  20. 20. 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
  21. 21. 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
  22. 22. 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
  23. 23. Solutions evolve to get the whole job done The ultimate solution can be envisioned once the job is known
  24. 24. How should a customer “need” be defined? Market definition Needs analysis Market strategy
  25. 25. Rule 4: define customer needs as desired outcomes Giving Customers a Fair Hearing, MIT Sloan Management Review 2008 Needs Direction Metric Object of Control Minimize the time it takes to get the songs in the desired order
  26. 26. Outcomes are perfectly defined need statements Desired outcomes are the glue that holds the innovation process together
  27. 27. 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.
  28. 28. 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
  29. 29. 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
  30. 30. 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
  31. 31. 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
  32. 32. Outcomes power a predictive model for growth Desired outcomes Solutions 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 -- -- + +
  33. 33. How should a “market strategy” be defined? Market definition Needs analysis Market strategy
  34. 34. Rule 5: unmet outcomes drive market strategy Deciding which unmet outcomes to target is the essence of strategy
  35. 35. 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 Desired Outcome Overserved Satisfaction Importance Underserved
  36. 36. 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 Desired Outcomes Overserved Satisfaction Importance Underserved
  37. 37. Traditional segmentation does not work for innovation Not all job executors are alike
  38. 38. Gender does not reveal unique opportunities Overserved Satisfaction Importance Underserved
  39. 39. Age does not reveal unique opportunities Overserved Satisfaction Importance Underserved
  40. 40. Region does not reveal unique opportunities Overserved Satisfaction Importance Underserved
  41. 41. Size does not reveal unique opportunities Overserved Satisfaction Importance Underserved
  42. 42. Rule 6: segment around unmet outcomes Outcome-based segmentation reveals hidden opportunities
  43. 43. ODI reveals hidden segments of opportunity Overserved Satisfaction Importance Underserved
  44. 44. Rule 7: the segment type dictates the strategy Product improvement Disruptive innovation Sustaining innovation Breakthrough innovation The “right” strategy is the difference between success and failure
  45. 45. When will a product improvement strategy work? Few underserved outcomes – add features to get the job done better Overserved Satisfaction Importance Underserved
  46. 46. A winning product improvement strategy • Uncovered segment with 14 unmet outcomes • Added the right features • Created a best seller in North America for 8 years
  47. 47. When will a disruptive innovation strategy work? Overserved segment – lower cost solution to get the job done worse Overserved Satisfaction Importance Underserved
  48. 48. A winning disruptive innovation strategy • Built a low-cost platform • Created a $300M electronic evidence discovery business • Led the industry for over a decade
  49. 49. When will a sustaining innovation strategy work? Appropriately-served segment – add features to help get more jobs done Overserved Satisfaction Importance Underserved
  50. 50. A winning sustaining innovation strategy • Discovered more jobs-to-be- done • Developed new ways to enhance its software assurance offering • Increased subscription rate by 150% and grew revenue by over $1 billion
  51. 51. When will a breakthrough strategy work? Highly underserved – new product to get the job done significantly better Overserved Satisfaction Importance Underserved
  52. 52. Winning breakthrough innovation strategies Small share increase can generate a disproportionate share of profits Dyson • 5x more expensive • 24% market share • 59% profit share Nest • 7x more expensive • 8% market share • 25% profit share Apple • 3x more expensive • 12% market share • 70% profit share
  53. 53. Now it is time for idea generation Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Ideation Gate 2 Gate 3 Gate 1 Gate 4 Gate 5 Innovation Process 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?
  54. 54. Rule 8: Get the job done significantly better Success comes from getting the job done at least 20 - 30% better
  55. 55. Don’t gamble on innovation
  56. 56. You decide.
  57. 57. Outcome-Driven Innovation® ulwick@strategyn.com Twitter: @ulwick
  58. 58. Stage 1 Product Strategy Development Stage 2 Stage 3 Stage 4 Stage 5 Gate 2 Gate 3 Gate 1 Gate 4 Gate 5 Innovation Process Testing and Validation Launch Outcome-Driven Innovation process Market & Needs Market Strategy 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

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