You notice how by asking ‘Why’ you can move up and by asking ‘How’ you can move down – a useful tip from The Jobs to be Done P laybook by Jim Kalbach. There might be many reasons why you want to do so: Maybe you just want to get outside and get some fresh air, maybe you want to get some exercise and you aspire to be a healthy person. In this example, you need to find a pair of hiking boots because you want to go on a hike. But if your goal is to make improvements to the existing product or service, focusing on big and smaller jobs, defining what success looks like for these jobs from the customer viewpoint is a helpful approach. We found that if you’re thinking big and long-term it might be helpful to focus on the bigger jobs and aspirations. You will need to decide for yourself which level is the most useful to choose for your project. Jobs vary in size, from micro-jobs like “writing a letter” to bigger jobs like “taking care of a family member who is far away.” A good example of how the jobs might stack might be a situation when your dog unexpectedly chews on the pair of your hiking boots. Here, we’ll use Jim Kalbach’s definition of a job as “the process of reaching objectives under given circumstances”, where he deliberately chooses the word “objective.” A quick search on the difference between the goal and the objective gets us to an editorial article on (opens in new tab), where “Goals are the outcomes you intend to achieve, whereas objectives are the specific actions and measurable steps that you need to take to achieve a goal.” Sounds easy, right? Often, one of the hardest parts in the framework is defining the right level of abstraction or altitude for your job. It is designed to help you describe what is happening in a simplified way. As with any framework, you’ll need to define what you’re trying to get done and how you want to use it. Note: A framework is just that – a framework. If you’re new to the JBTD, you may be taken aback by different approaches to defining a job and different schools of thought, and Jim Kalbach’s “The Jobs to be Done playbook” (opens in new tab) can be a great resource to guide you through your exploration. But if we put this into the customer perspective, what the company needs to understand is what people are trying to get done, what problems they are trying to solve, and what successfully solving these problems really means.Īs researchers we’re well-equipped to answer these questions using different approaches and frameworks, including the Jobs-to-be-Done (JBTD) framework that is gaining more and more traction among our research community. If you have been following the Jobs-to-be-Done discussions, you probably already heard of the milkshake story (opens in new tab), where Harvard Business School professor Clayton Christensen and his team were working with a fast-food restaurant chain to improve the sales of their milkshakes. “Why would the customer buy our product or service?” is a question that guides nearly any value prop discussion. ” Des Traynor, Intercom on Jobs-to-be-Done,” 2017 They don’t do it deliberately – they’re just adapting your product to their needs. “ Customers will always surprise you with the creative ways they use your product. (opens in new tab), and Veronika Sipeeva (opens in new tab) By Hugh North (opens in new tab), Carolyn Bufford Funk, Ph.D.
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