The planning and development teams of a company are responsible for four crucial tasks that must be successfully carried out whether a company is investing in developing a product, service, or software solution. Whenever a new product is introduced, a corporation must:
- Create a conceptual model of the product that will be created for the intended market. The envisioned product must enable consumers to complete a fundamental functional task better and/or more affordably for it to be successful. The process owner or product planner is in charge of this effort.
- Design the product’s engineering and architecture to fulfill its primary functional purpose. The software architect or product engineer is in charge of this activity. The following two attempts are a waste of time if the product does not accomplish the primary task better and/or is more affordable.
- Make it possible for the customer to use the product successfully. The task falls under the purview of the usability team or the UX and/or UI designers.
When creating the customer experience, consider how users and other customers will interact with the brand, business, and product across the course of the product’s lifecycle. The CX (customer experience) team, which provides product support, is in charge of this task.
Each of these initiatives will be informed by the use of the Outcome-Driven Innovation (ODI) process developed by Strategyn and the Jobs to be Done Theory. The ODI process uses distinctive qualitative research techniques that make it possible to record all customer wants (desired results) pertaining to the primary functional tasks that must be completed and the tasks along the consumption chain that make up the customer experience (see the diagram below).
The desired outcome statement is an exceptionally crafted need statement that has a distinct set of qualities. The desired outcomes are without solutions, persistently steady, quantifiable, and controllable, They are related to the underlying process (or job) the customer is trying to complete and is designed for accurate prioritization in a quantitative customer survey.
Additionally, ODI uses special quantitative research techniques that enable statistically accurate identification of the under and over-served sectors and outcomes in each segment. This makes it possible for a business to precisely target chances for growth.
The techniques have been successfully used in applications for the development of hardware, software, and services. Let’s examine how product planners, hardware engineers, software architects, product support and CX teams, and UX and UI designers may utilize this important knowledge to carry out these 4 universal duties that are essential to succeed at innovation.
The jobs-to-be-done (JTBD) strategy shifts the emphasis from the product itself to the customer, similar to other priority frameworks for product development.
But this paradigm is different since it goes on to investigate customers’ actual purchasing intentions. The common explanation is “I need a drill,” to put it simply. When we look a little closer, we see that the client truly requires a properly drilled hole.
The jobs-to-be-done theory, however, digs much farther into this question. As a result, it can assist a product team in identifying the fundamental purpose consumers are attempting to fulfill—the pleasure of admiring a painting in their living room.
Guerric de Ternay, a businessman and author, demonstrates that product managers might apply the jobs-to-be-done structure in two ways.
1. To better comprehend the demands or wants of their market
2. To produce an engaging user experience
A job to be done is not a product or a solution in and of itself, according to the book The Innovator’s Toolkit; rather, it is the greater goal for which a client would purchase a product and a solution.
Imagine if all of your company’s product developers, marketers, strategists, and R&D managers had a consistent knowledge of what a need is and which consumer needs are unmet. Such coordination and concentration alter everything. How therefore can this be accomplished?
People don’t want to purchase a quarter-inch drill, according to Theodore Levitt, a marketing expert at Harvard Business School. They demand a 1/4-inch hole! According to Clayton Christensen, “People buy goods and services to complete tasks.”
These are the fundamental ideas behind the Jobs-to-be-Done Theory, but there is much more to it than that. The theory’s implications are revolutionary:
With the help of the Done Theory, you may define, classify, record, and arrange all of your client’s demands.
Additionally, this architecture allows for the creation of a comprehensive set of needs.
With the help of the Jobs-to-be-Done Theory, you may define, classify, record, and arrange all of your client’s demands.
Additionally, a full set of need statements may be gathered using this framework in days as opposed to months, and the statements themselves last for years as opposed to soon being out of date.
It goes without saying that you are ostensibly missing out on the main advantage of applying Jobs’s Theory if you are not using it as the cornerstone for a needs framework.
Historically, a misalignment with client wants has been the main factor in failing goods and services. Given that 95% of product teams disagree on what a customer’s “need” actually is, this is not at all surprising. Product teams can fully comprehend the jobs their clients are trying to do by using this demands framework.
Are attempting to accomplish and the criteria they employ to assess accomplishment. A product team that is aware of all the needs of the consumers can:
- Identify the unfulfilled needs.
- Find consumer segments with certain unmet needs
- systematically develop ground-breaking goods
- Decide which novel ideas and products will succeed in the market.
- Coordination of marketing, development and R&D activities will enable systematic customer value creation.
The Jobs-to-be-Done Needs Framework, which is explained in more detail below, identifies the 5 different sorts of jobs that businesses are attempting to complete, the 3 different external client types they cater to, and the types of inputs needed to make the innovation process predictable. These are the main components in the process of outcome-driven innovation for selecting a financial buy.
A manufacturer of toothbrushes will learn that consumers typically fulfill all three roles: they use the product, support it throughout its existence, and purchase it. In B2C markets, situations like this are typical.
On the other hand, if your business produces surgical medical equipment, the surgeon will be in charge of carrying out the job. Nurses, biomedical professionals, and others may be on the product lifecycle support team, and a buying group in hospital administration is usually the buyer. The B2B industry is accustomed to this level of intricacy.