In his book, The Statue in the Stone, Scott Burleson describes Jobs-to-be-Done philosophy as “an ideology to help a person accomplish a job perfectly by removing every imperfection.” Over and over we’ve seen this simple fact when our clients interview their customers: Teams that focus on their products, technologies and hypotheses struggle. But teams that focus on customers’ jobs-to-be-done–and the outcomes supporting those jobs–are much more successful.
More at Dan Adams interviews Scott Burleson about his new book, The Statue in the Stone
Huh? Well, it’s fine to think about your new product, but do so after you first understand your customers’ job-to-be-done. Only after you identify this JTBD can you properly 1) scope your project, 2) identify the right customer interviewees, 3) frame the best outcome statements for quantitative interviews, 4) optimize design & pricing, and 5) promote your product effectively. Bonus: You’ll have a longer time horizon when you focus on the JTBD instead of your new product.
More in article, Jobs-to-Be-Done and New Product Blueprinting
Modern “Jobs-to-be-Done” (JTBD) thinking began with the most popular HBR article ever written: Ted Levitt’s “Marketing Myopia.” It begins this way: “Every major industry was once a growth industry. But some that are not riding a wave of growth enthusiasm are very much in the shadow of decline. Others, which are thought of as seasoned ... Read More
Your front-end-of-innovation should center on a specific customer job to be accomplished. Focusing on your product concept is far too limiting. Let’s say your business makes some physical article. By focusing on the customer’s job, you might conceive a different product, service, or even a completely new business model.
More in Leader’s Guide Videos Lesson 13, Immerse in customer outcomes