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Designing Your Products to Solve for "Jobs to Be Done"

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Slides Dustin Levy recently used in his discussion w/ mentees of The Product Mentor.

The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.

Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.


Publié dans : Business

Designing Your Products to Solve for "Jobs to Be Done"

  1. 1. DESIGNING YOUR PRODUCTS FOR JOBS TO BE DONE The Product Mentor – Session 3 24 June 2015 Amanda Ralph Head of Product, Kinetic Super
  2. 2. You are Product Manager (Milkshakes) and the Executive asks you to develop a business case to increase milkshake sales by 15%. Where do you start?
  3. 3. You can focus on product features. Add flavours to the product range Offer different size options Add toppings
  4. 4. You can still focus on the product but ask your customers how your milkshake could be improved.
  5. 5. These will drive incremental improvements but will give limited certainty in terms of the business case you are trying to build. In fact this was tried and tested in market. It delivered some uplift but no material results.
  6. 6. So why does focussing on the product features drive incremental but not material increase?
  7. 7. A focus on product does not work. To drive disruptive or material change you need to understand what real life job your product or service is solving for. What is the value of the product in the context in which it is used?
  8. 8. HOW DO PEOPLE USE YOUR PRODUCTS/SERVICES? In the milkshake example, the product managers started by observing their customers. They discovered that most were buying just a milkshake, nothing else, and were on their way to work. Peak demand was before 8am.
  9. 9. WHY DO THEY USE IT, IN WHAT CONTEXT? They then interviewed customers about their purchase, not the product. “What were you doing when you bought the milkshake? Where were you headed? What were you thinking about?” - i.e. context They found that customers were buying milkshakes to make their commute less boring and also to keep them from getting hungry before lunch. That they preferred milkshakes to alternatives as they could be easily consumed while driving, without the risk of spillage and staining their work clothes. In the context of the “job to be done” customers did not care so much about flavour, size and toppings.
  10. 10. Once they better understood the context and job that the purchase of the milkshake was doing, they were able to re-design the E2E value proposition. They made it easier to buy a milkshake, targeting commuters who were often eager to make their purchase quickly and get to work. Sales went up. The product was unchanged.
  11. 11. BEWARE! Just doing something better is not enough. It is easily replicated and will not necessarily be competitively sustainable. By focussing on the job to be done, and the end goal of your customers you will not just be better, but also relevant and different. You also have the opportunity to do something new.
  12. 12. DESIGNING FOR BEHAVIOURAL CHANGE AND NEED What is the job to be done? Understand what people are trying to do Understand how they understand the world
  13. 13. DESIGNING FOR BEHAVIOURAL CHANGE AND NEED Be careful not to design to user claims. People often say one thing, and do another
  14. 14. CASE STUDY: PRIVATE HEALTH INSURANCE IN AUSTRALIA • Members said that they wanted a wide array of extras services covered (e.g. optical, massage, podiatry, dental, hearing aids, etc.). They wanted choice. • In reality, most people consistently utilise the same core extras services – the ones they really value. They want to be able to optimise their extras benefits in the services they need for a reasonable cost. ahm by Medibank is now the fastest growing private health insurance fund in Australia
  15. 15. WHAT IS THE PROBLEM YOU ARE SOLVING AND DESIGNING FOR? Clayton Christensen Innovators Dilemma – disruptive innovation and “jobs to be done” Anthony Ulwick Founder of Strategyn – “outcomes that customers are seeking”
  16. 16. JOBS TO BE DONE FRAMEWORK I am commuting to work in the morning by car to have something for breakfast that will stave off my hunger until lunch focus at work without being hungry and distracted when so I canI want I am commuting to work in the morning by car to have something for breakfast that I can consume without spilling on my work clothes drive without being distracted and make it to work looking clean and presentable when so I canI want
  17. 17. JOBS ARE NOT EASY TO UNCOVER AND IDENTIFY. YOU NEED TO:  Ask customers what they want, listen to the stories they tell  Use open ended questioning techniques – don’t “lead the witness”  Examine the context and the customer motivation.  Observe them in real life situations in which they have a need. (Dr Genevieve Bell’s team from Intel does this exceptionally well using principles of ethnographic research).  Empathise with your customers – it sounds cliché but is a truism: “walk in your customers’ shoes”  Don’t switch to solution mode too quickly – a tendency of many product managers. Take the time to understand what the problem is and how the customer understands that problem
  18. 18. VALIDATE – BOTH THE JOB TO BE DONE AND THE SOLUTION  Once you have defined the jobs to be done your work as a product manager has only just begun! You need to validate both the problem and the solution:  Will your customers care?  Do they need it?  Does it solve their problem?  Will they understand how it solves their problem?  What alternatives do they currently have?  Will they be willing to pay for it? design
  19. 19. DESIGN PROCESS AND PRINCIPLES Customer led – design to solve for the customer problem and job to be done Learn fast / Fail Fast – A/B testing, MVP, iterate, iterate and iterate…. User experience – easy to understand, easy to buy, easy to sell. Should be unique, obvious and compelling proposition Continuous improvement and evolution – adapt as job to be done changes and evolves
  20. 20. DESIGN PROCESS AND PRINCIPLES • Product Manager and Design Manager to work collaboratively to drive engagement and planning • Clear understanding of outputs and process at each stage of the design process • Flexible and adaptable to facilitate iteration based on A/B testing and insights
  21. 21. SOME TOOLS THAT I ALSO FIND HELPFUL Mind Maps Great for capturing observations, ideas and story threads as you go through discovery and analysis I use MindJet to do this.
  22. 22. SOME TOOLS THAT I ALSO FIND HELPFUL Product Canvas by Shardul Mehta (The street smart Product Manager) http://streetsmartproductmanager.com/ product-canvas/ Great for identifying on a single page your product strategy and the elements of your proposition that you need to deliver to solve for the job to be done
  23. 23. SOME TOOLS THAT I ALSO FIND HELPFUL Value Driver Trees Useful once you have identified the job(s) to be done to focus on core drivers of value across different dimensions of the business – these can then become central to business case and defining measures of success
  24. 24. CONTACTS aralph@kineticsuper.com.au +61 429 512 566 au.linkedin.com/in/ralphamanda @ralphytown