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Jobs-To-Be-Done (JTBD) Framework

Jobs-To-Be-Done (JTBD) Framework training presentation

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Jobs-To-Be-Done (JTBD) Framework

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  1. JOBS-TO-BE-DONE (JTBD) FRAMEWORK The Blueprint for Predictable Innovation C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg LEARNING OBJECTIVES Gain a solid understanding of the Jobs-to-Be-Done framework and the five types of customer needs that influence decision- making. Familiarize with each ODI step, from defining the customer and their job to identifying opportunities and formulating customer- aligned strategies. Recognize best practices for JTBD implementation, avoid common pitfalls, and use strategies to drive successful, customer- centric innovation in your organization. 2 © Operational Excellence Consulting

  3. CONTENTS 1 5 Introduction, Theories and Foundations JTBD Tools and Techniques 2 6 JTBD Growth Matrix Myths and Pitfalls of JTBD 3 7 Process of Outcome-Driven Innovation (ODI) Best Practices, Do’s and Don’ts 4 8 Practical Applications and Case Studies Challenges and Strategies for Success 3 © Operational Excellence Consulting

  4. WHY JTBD MATTERS: UNDERSTANDING CUSTOMER NEEDS FOR INNOVATION Innovation Success Rates: Traditional Methods vs. Outcome-Driven Innovation (ODI) Innovation Challenge: Up to 72% of new products fail because they don’t meet real customer needs. ● ~86% Lost Opportunities: Companies miss out on 15-25% of potential revenue due to unmet customer needs. ● SUCCESS RATE % Outcome- Driven Innovation (ODI) Predictable Success with JTBD: By focusing on Jobs-to-be-Done, companies align products with specific customer jobs, turning innovation from guesswork into a strategic advantage. ● ~17% Traditional Methods INNOVATION APPROACH 4 Source: Adapted from Ulwick © Operational Excellence Consulting

  5. #1 STARTUP MISTAKE Building Something Nobody Wants 5 Source: Adapted from 100FirstHits.com © Operational Excellence Consulting

  6. EXAMPLES OF COMPANIES THAT EXCEL IN UNDERSTANDING CUSTOMER NEEDS AND ACHIEVE MARKET LEADERSHIP Airbnb's platform serves both travelers seeking unique stays and hosts looking to monetize their spaces. This dual focus has transformed the travel and hospitality industry, establishing Airbnb as an industry innovator. Leveraging data-driven algorithms and personalized playlists, Spotify enhances user engagement by tailoring music recommendations. This customer-focused approach has positioned Spotify as a leader in music streaming. Apple's emphasis on user-centric design and innovation stems from a profound grasp of customer desires. By consistently launching disruptive products like the iPhone and Mac, Apple has secured its position as a market leader. Starbucks’ success lies in crafting a welcoming environment, customizable offerings, and local adaptation. By understanding customer expectations in a coffee experience, Starbucks has become a global coffee leader. 6 © Operational Excellence Consulting

  7. “ Customers don’t buy products; they hire them to get a job done. CLAYTON CHRISTENSEN 7 © Operational Excellence Consulting

  8. WHAT IS JOBS-TO-BE-DONE (JTBD)? Outcome-Based Metrics: Uses desired outcome statements to tie customer needs to measurable performance goals. Customer-Centric Approach: Focuses on what customers are trying to achieve, not just their surface needs. ● ● Framework for Organizing Needs: Provides a structured way to define, capture, and organize all customer needs. Foundation for Targeted Innovation: Offers a clear path for creating solutions that deliver real value to customers. ● ● 8 © Operational Excellence Consulting

  9. WHY TRADITIONAL INNOVATION FAILS IDEAS SCOPING The Ideas-First Approach: Generating random ideas hoping to find one that addresses needs— leads to wasted effort. ● GATE 1 STAGE 1 CREATE BUSINESS CASE GATE 2 STAGE 2 DEVELOPMENT Unmet Needs Ignored: Without targeting specific jobs, companies miss key customer needs. ● GATE 3 STAGE 3 TESTING & VALIDATION GATE 4 STAGE 4 Focus on Guesswork: Relies on intuition and filtering without understanding the customer. ● LAUNCH GATE 5 STAGE 5 9 Source: Adapted from Ulwick © Operational Excellence Consulting

  10. JTBD NEEDS FRAMEWORK: UNDERSTANDING THE JOB TYPES AND CATEGORIES Job Steps (Execute) Job Steps (Confirm) Job Steps (Monitor) Job Steps (Modify) Job Steps (Prepare) Core Functional Job Job Steps (Conclude) Job Steps (Locate) The JTBD Framework classifies customer jobs into 5 distinct types— core functional job, emotional (and social), related jobs, consumption chain, and financial needs—organized within 3 key categories: Core Jobs, Related Jobs, and Supporting Jobs. This categorization helps teams understand the full context of customer needs, addressing not only the primary job but also associated processes and situational factors that influence satisfaction. Job Executor Job Steps (Define) Related Jobs Job-to-be-Done Needs Framework Purchase Decision Maker Emotional Jobs Financial Metrics Product Lifecycle Support Team Purchase Receive Dispose Consumption Chain Jobs Repair Install Upgr- ade Setup Learn to use Main- tain Inter- face Store Trans- port Clean 10 Source: Adapted from Strategyn © Operational Excellence Consulting

  11. JTBD FRAMEWORK: DESCRIPTION OF THE 5 TYPES OF JOBS DESCRIPTION This is defined as the underlying process the job executor is trying to get done in a given situation. The goal of any product is to help get a core functional job done better and more cheaply than competing solutions. ▪ The core functional job These are additional functional jobs the job executor is trying to get done either before, during or following the execution of the core job. ▪ Related jobs These are statements that describe the way the job executor wants to be perceived or feel when executing the core functional job. Social jobs are included in this categorization. ▪ Emotional jobs The product lifecycle support team is trying to execute a number of jobs throughout the product lifecycle. These jobs include product installation, set up, maintaining, repairing, upgrading of the product, etc. — all impacting the customer experience. ▪ Consumption chain jobs The purchase decision job This is the job that the purchase decision maker executes using a financial lens to try to decide which product or service to acquire. ▪ 11 Source: Adapted from Ulwick © Operational Excellence Consulting

  12. JTBD GROWTH STRATEGY MATRIX Get Job Done BETTER DIFFERENTIATED STRATEGY DOMINANT STRATEGY Underserved customers All types of customers SUSTAINING STRATEGY Existing customers Get Job Done WORSE DISRUPTIVE STRATEGY DISCRETE STRATEGY Customers with limited options Overserved customers and non-consumers Charge MORE Charge LESS 12 Source: Adapted from Ulwick © Operational Excellence Consulting

  13. JTBD GROWTH STRATEGIES: KEY TAKEAWAYS Differentiated Strategy Dominant Strategy Disruptive Strategy Discrete Strategy Sustaining Strategy Focus on underserved segments with a superior but premium offering. Deliver superior performance for a lower cost across the entire market. Target overserved customers or non- consumers with simpler, cost- effective options. Serve customers with unique needs in specific, often restricted contexts. Incrementally improve products for current users. 13 © Operational Excellence Consulting

  14. CONNECTING JTBD AND ODI: TURNING THEORY INTO ACTION JTBD Framework ODI Process Why This Matters Defines what customers are trying to achieve (the "job") and the outcomes they desire. Applies JTBD insights in a structured, 10-step approach to develop solutions aligned with customer needs. JTBD provides the foundation, and ODI translates it into actionable steps for predictable, customer- focused innovation. ODI enables predictable innovation by systematically aligning with customer-defined needs. 14 © Operational Excellence Consulting

  15. WHY ODI IS ESSENTIAL FOR INNOVATION Focus on Unmet Needs Identify Segments with Unique Needs Transform Innovation into Strategy Innovation succeeds by addressing real, unmet customer needs. Spot opportunities for different customer groups. ODI makes innovation predictable, not a game of chance. 15 © Operational Excellence Consulting

  16. OUTCOME-DRIVEN INNOVATION (ODI) PROCESS OVERVIEW 4 5 1 2 3 Define the Value Proposition Define the Jobs-To-Be- Done Uncover Customer Needs Find Segments of Opportunity Define the Customer 10 9 6 7 8 Formulate the Product Strategy Conduct the Competitive Analysis Formulate the Innovation Strategy Target Formulate the Market Strategy Hidden Growth Opportunities The 10-Step Outcome-Driven Innovation (ODI) Process provides a structured approach to understanding and satisfying customer needs, transforming Jobs-to-be-Done insights into actionable strategies for sustainable growth. 16 © Operational Excellence Consulting

  17. USING ODI IN PRODUCT DEVELOPMENT Identify Core Job Requirements Prioritize Features Based on Outcome Statements Optimize Design Trade-Offs Use the ODI process to capture precise customer needs. Use ODI to make decisions that maximize satisfaction on high- priority outcomes. Ensure each product feature aligns with customer priorities. Applying ODI in product development keeps innovation focused on the outcomes customers value most. 17 © Operational Excellence Consulting

  18. CASE STUDY 1 -APPLE: CREATING ICONIC PRODUCTS WITH CUSTOMER NEEDS IN FOCUS User-Centric Design Anticipating Future Needs Result Apple’s products like the iPhone and iPad address unmet customer needs with a focus on usability and design. Apple’s JTBD approach has driven market leadership, product loyalty, and repeated success with new product categories. Apple uses customer insights to guide long- term innovation, creating products that disrupt markets. Apple’s success shows how a deep focus on customer needs can fuel long- term innovation and market dominance. 18 © Operational Excellence Consulting

  19. JOB MAP PHASES Define Locate Prepare Confirm Execute Monitor Modify Conclude Define your customers goals and resources. Locate what information is needed to do the job. Prepare the environment where the job will be done. Confirm that your customer is ready to get the job done. Execute the job. Monitor the job so that it's successfully executed. Modify and make alterations to improve execution. Conclude the job or repeat. 1. 2. 3. 4. 5. 6. 7. 8. 19 Source: Adapted from Strategyn © Operational Excellence Consulting

  20. OPPORTUNITY LANDSCAPE 10.0 OPPORTUNITY = IMPORTANCE + (IMPORTANCE – SATISFACTION) 9.0 Over-Served 8.0 Limited Opportunity Table Stakes 7.0 Ripe for Disruption SATISFACTION Opp > 10 Solid Opportunity 6.0 5.0 Opp > 12 High Opportunity Potential for Disruption 4.0 3.0 Opp > 15 Extreme Opportunity 2.0 1.0 Under-Served Appropriately Served 0.0 0.0 5.0 2.0 7.0 1.0 4.0 6.0 9.0 10.0 3.0 8.0 IMPORTANCE 20 Source: Adapted from Ulwick © Operational Excellence Consulting

  21. COMMON MYTHS OF JTBD Myth Reality Advice JTBD includes functional, emotional, and social needs. Capture all aspects of customer needs. JTBD Only Focuses on Customer Jobs Personas describe traits; JTBD focuses on goals and outcomes. Use JTBD for actionable, goal- oriented insights. JTBD Is the Same as Personas JTBD applies to all functions— marketing, sales, support, etc. Extend JTBD across teams for cohesive alignment. JTBD Is Only for Product Development JTBD includes emotional and social drivers that influence jobs. Address these dimensions for a resonant experience. JTBD Ignores Emotional and Social Needs JTBD segments by needs, enhancing traditional demographic segmentation. Use needs-based segmentation, then layer demographics. JTBD Replaces Market Segmentation 21 © Operational Excellence Consulting

  22. ACTIVITY 5: JTBD IN ACTION ACTION! Objective: Encourage participants to apply JTBD in their own work or projects. 1. Time allowed: 30 mins Instructions: Individually or in pairs, identify a customer job relevant to your work. Outline how you could use the JTBD framework to address it, focusing on desired outcomes and potential improvements. 2. 3. Discussion Points: Reflect on which customer job you’ll focus on, what outcomes the customer desires, and how JTBD could provide a solution. Outcome: Share your insights with the class, outlining next steps for applying JTBD in your own context. 4. 22 © Operational Excellence Consulting

  23. Jobs-To-Be-Done Canvas Job Executor e.g., the end user Core Functional Job-To-Be-Done Verb + object of the verb + Contextual clarified CONSUMPTION JOBS 1. DEFINE 2. LOCATE 3. PREPARE 4. CONFIRM Executor Other ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ Plan, Select, Determine Gather, Access, Retrieve Setup, Organize, Examine Validate, Prioritize, Decide ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ Acquire/Purchase Receive Install Setup Learn Use / Interface with Store Move Maintain Repair Upgrade Replace Dispose What aspects of getting the job done must the customer define upfront to proceed? What input or items must be located – tangible/ intangible – to do the job? How must the customer prepare the inputs and environment to do the job? What must the customer verify before proceeding to ensure success? 5. EXECUTE 6. MONITOR 7. MODIFY 8. CONCLUDE Perform, Transact, Administer Verify, Track, Check Update, Adjust, Maintain Store, Finish, Close What technology or product assumptions are you making? Or are you considering an altogether new product? Which of these jobs must be executed to support product consumption? Who is responsible for execution? What must customers do to execute the job successfully? What must the customer monitor to ensure the job is successfully executed? What must the customer need to alter for the job to be completed successfully? What must the customer do to finish the job? RELATED JOBS DESIRED OUTCOMES Over-served (reduce cost/complexity) Table Stakes (must address) (For core and consumption jobs) What other functional jobs is the executor trying to get done before, during, or after executing the core job? What outcomes do you hypothesize are not important yet highly Satisfied? These are opportunities for cost reduction. What outcomes do you hypothesize are very important and also very satisfied? These must continue to be satisfied. Appropriately Served (maintain status quo) What outcomes do you hypothesize are neither important or satisfied? These needs should not be considered. What outcomes do you hypothesize are very important and not well satisfied? These are opportunities to add value. EMOTIONAL JOBS Irrelevant (do not address/stop addressing) Under-served (add value) How do job executors want to feel by getting the job done? How do they want to be perceived by others? Outcome = Direction + Metric + Object of Control + Contextual Clarifier 23

  24. “ want and how to address their unmet needs. Innovation becomes predictable when you know precisely what customers TONY ULWICK 24 © Operational Excellence Consulting

  25. ABOUT OPERATIONAL EXCELLENCE CONSULTING Operational Excellence Consulting is a distinguished management consultancy based in Singapore. Our firm specializes in driving transformative growth and innovation by maximizing customer value and minimizing waste through the strategic adoption of Design Thinking and Lean management practices. For further details, please visit www.oeconsulting.com.sg Logo Fb / Logo Fb Png / How the hyperconnected are X Logo (Twitter | 01) - PNG Logo Women In Wilmington for Networking © Operational Excellence Consulting

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