Job Scoping and Nine Boxes

1. Job Scoping and Nine Boxes Robert Monroe Innovative Product Development February 6, 2012

2. By The End Of Class Today, You Should: • Be able to apply the Job Scoping technique to explore the underlying issues that your JTBD addresses (focusing up) as well as the detailed, ancilliary jobs you may need to consider to successfully address your JTBD (focusing down) • Be able to use the Nine Boxes technique to understand the context (past/present/future, subsystems/systems/supersystems) in which your JTBD lives

3. Phase 1: Identify The Opportunity Identify Understand Conceptualize Realize Launch* • Goals: • Identify and evaluate a set of promising Product Opportunity Gap (POG’s) • Choose the most appropriate POG to move forward with • Primary results: • Product opportunity statement (hypothesis) • Initial scenario that illustrates the opportunity Source: Cagan and Vogel, Creating Breakthrough Products, [CV02] Chapter 5.

4. Discussion: Challenge Problem 1 • What made this exercise: • Easy or hard? • Interesting or boring? • Frustrating or pleasant? • Did you find it challenging to focus on your customers’ needs, and their Jobs To Be Done without jumping to propose solutions? • Why do you think that is? • Key idea: it takes discipline and practice to focus on your customers’ challenges, problems, needs, wants, and desires rather than the product or service you hope to sell them!

5. Some Thoughts On Challenge Problem 1 • Practice, practice, practice • De-emphasizing finding solutions right away is intentional • Simple is better than complicated • Outcome expectations: • It is more important to give a clear, simple statement of what the expected/desired outcome is, than it is to follow the format for writing these statements too strictly • Value Analysis Graphs: • The gaps that you are looking for are places where current practice is far away from the ‘perfect world’ solution

6. Job Scoping Analysis

7. Jobs Scoping Analysis • Goals: • Refine your JTBD to something more specific, or more general • Identify additional JTBD’s related to the original • JTBD analysis steps • List current focus – state JTBD • Identify barriers (focus down) • Develop new jobs (lower level, more specific) • Identify reasons (focus up) • Develop new jobs (higher level, more general) • Determine your project focus Source: [SSD09] pages41-43.

8. Job Scoping Worksheet Source: [SSD09] page 41.

9. Exercise: Job Scoping • Use the Job Scoping technique and worksheet to identify new jobs, with both broader and more narow foci for the following JTBD: - Record images from vacations to share with friends • Use Job Scoping to expand your exploration of the JTBD you selected for challenge problem 1 - Be prepared to share with the class

10. Nine Windows Analysis

11. Nine Windows Analysis • Goal: the goal of the nine windows analysis is to understand the context in which the Job To Be Done is currently handled, and identify important related (ancilliary) Jobs To Be Done • Structured technique in which you look at a JTBD in the context of all permutations of time (past, present, future) and scale (subsystem, system, supersystem) • Nine windows steps • Prepare the nine windows grid • Fill in the JTBD in the center box (can also use an innovation opportunity not expressed as a JTBD) • Identify Super-system and Subsystem for curent state (and time) • Determine the past and future for current state • Complete the grid – fill in the four corners to show how it could be • Reassess your opportunity Source: [SSD09] pages 27-39.

12. Nine Windows Analysis Grid

13. Exercise: Job Scoping • Complete the Nine Boxes grid to expand your exploration of the following Job To Be Done: - Record images from vacations to share with friends • Use Job Scoping to expand your exploration of the JTBD you selected for challenge problem 1 - Be prepared to share with the class

14. References [SSD09] David Silverstein, Philip Samuel, Neil DeCarlo, The Innovator’s Toolkit, John Wiley and Sons, 2009, ISBN: 978-0-470-34535-1.