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✨ Avoid these common errors when starting the jobs they destroy Written by Tony Olwick
uncovered
Determining the properly accepted customer function is essential for the company’s success. Do not let these two common mistakes obstruct your innovation efforts.
“People do not want a quarter -inch training. They want a quarter -inch hole.”
This quote, which has become common by Theodore Levitt, is the basis for The theory of jobs running out: The idea that people buy products (such as training) to accomplish a “function” (for example, create a quarter -inch hole). They look simple enough – companies are working in business to create products and services that help customers to complete a job.
The theory that will consider the jobs continue to say that the deep understanding of the job that the customer tries to accomplish will reveal unique visions that can make innovation more predictable, which has been proven true (see Core JTBD Principles). But exactly what is the customer and what is the job that the company should study?
In Levit’s statement, it means that the job job is the task of creating a quarter -inch hole. But what if you notice, as a researcher, that people are creating a quarter -inch hole because they are trying to suspend a wall framed? They hang the image on the wall because they want to create an attractive work space? They want to create an attractive work space because they want to be successful in their profession? People may try to accomplish all these jobs, so what is the job that should be the unit of analysis? What is the correct level of abstraction?
As a researcher, you may also decide to talk to buyers and training users. In doing this, you may discover very different groups of customer needs. Then the question becomes, “Which customer should be the central point for collecting data and innovation?”
You can see from the example of Levit that identifying the customer and the job that the customer must quickly take you to a rabbit hole if you fail to think about two very important factors:
- The customer’s job that must be related to the company depends on the goals of that company. Although the customer may try to accomplish a variety of jobs, the company may have a task, capabilities or desire to treat only one of them. This is the decision to choose the market.
- The product user is the only person who is able to provide the inputs needed to innovate the product. Buyers, in many cases, are not users, and while they can help you understand the buyer’s trip, they are not qualified to talk about the user’s basic job.
These factors are the basis for advice to avoid the most common mistakes that companies make when starting to apply jobs in thinking about their organization.
Do not ignore the company’s work goals
Let’s say, for example, that you are Drilling manufacturerAnd you are trying to improve your current products or replace them (disrupt) with new products that create holes. In this case, an important study “hanging an image on the wall” or “creating an attractive work space” will not help you. Given that your company performs training and wants to continue to conduct competing training or products, you will need an important study “create a hole”. Thus, you will conduct an interview with competitors users that are used to create a hole, for example, hand training, electrical exercises, hole, hammer/nail, etc.
With a deep understanding of all scales, customers use to measure success when creating a hole ( The desired results) And the new insight that is under/excess, you can then:
- Imagine new features that improve your current products, and:
- Imagine new products that can disrupt or complement your current offers.
On the other hand, if you are Frame/manufacturer of devicesAnd you are trying to improve your current products or replace them (disrupt) with new hanging products, as a task “success in my profession” or “creating a quarter -inch hole” will not help you. As a framework/hardware manufacturer, you will need an important study “suspend a wall on the wall”. Thus, you will meet users of all competing products that are used to hang a picture on the wall, for example, wires, fastening systems, etc.
With a deep understanding of all the standards that customers use to measure success when hanging a picture on the wall and insight where the results are under/excess, you can: then:
- Imagine new features that improve your current products, and:
- Imagine new products that can disrupt or complement your current offers-and may eliminate the need to dig a hole.
It is important to note that even if the manufacturer/devices manufacturer creates a new framework, the need to dig a hole to hang a picture will not disappear for training. People will continue to purchase holes in many other contexts – and the drilling maker will still need to study the task of creating a hole.
beauty The innovation process that depends on the results It can be used to study any function at any level of abstraction – and improve to address the business goals of the company that seeks to grow through innovation. Keep in mind that the job that can have a goal, goal, or important, or a problem that must be solved, something that must be avoided, or anything else that people’s groups try to accomplish.
Do not confuse the buyer’s trip with the job that the user recognizes
The second common mistake that people see when trying to apply functions in thinking is that they confuse the job of the buyer (and the results) with the user’s function (and the results).
The reason that the theory of jobs is very strong is that it enables the company to understand the basic job function that the customer tries to do when using the product. The study study, which can deny the standards that people use to measure success when completing the task and opportunities to better accomplish the task/more licensing.
But here is the problem – in many cases, especially in B2B applications, the product buyer has little or non -use of the product to accomplish the job task. But since the company has a relationship with the buyer, not the user, researchers end up speaking to buyers about their purchase function (buyer’s trip) and failure to obtain ideas required to understand the job that the user tries to do (the basic job function).
While studying the buyer’s job (trip) it can lead to visions that help in creating the purchase process, the inputs collected around the buyer’s trip will not help in creating the product itself – and thinking that it will be a common mistake.
Avoid these two common mistakes will have a long way to help you get your jobs in the efforts you make on the right foot.
🔗 Read more at: Read Now
Hashtags: #Avoid #common #errors #starting #jobs #destroy #Written #Tony #Olwick
Authored by Tony Ulwick on 2018-08-27 20:48:00
From: JTBD + Outcome-Driven Innovation – Medium
✨ Avoid these common errors when starting the jobs they destroy Written by Tony Olwick
explained
Determining the properly accepted customer function is essential for the company’s success. Do not let these two common mistakes obstruct your innovation efforts.
“People do not want a quarter -inch training. They want a quarter -inch hole.”
This quote, which has become common by Theodore Levitt, is the basis for The theory of jobs running out: The idea that people buy products (such as training) to accomplish a “function” (for example, create a quarter -inch hole). They look simple enough – companies are working in business to create products and services that help customers to complete a job.
The theory that will consider the jobs continue to say that the deep understanding of the job that the customer tries to accomplish will reveal unique visions that can make innovation more predictable, which has been proven true (see Core JTBD Principles). But exactly what is the customer and what is the job that the company should study?
In Levit’s statement, it means that the job job is the task of creating a quarter -inch hole. But what if you notice, as a researcher, that people are creating a quarter -inch hole because they are trying to suspend a wall framed? They hang the image on the wall because they want to create an attractive work space? They want to create an attractive work space because they want to be successful in their profession? People may try to accomplish all these jobs, so what is the job that should be the unit of analysis? What is the correct level of abstraction?
As a researcher, you may also decide to talk to buyers and training users. In doing this, you may discover very different groups of customer needs. Then the question becomes, “Which customer should be the central point for collecting data and innovation?”
You can see from the example of Levit that identifying the customer and the job that the customer must quickly take you to a rabbit hole if you fail to think about two very important factors:
- The customer’s job that must be related to the company depends on the goals of that company. Although the customer may try to accomplish a variety of jobs, the company may have a task, capabilities or desire to treat only one of them. This is the decision to choose the market.
- The product user is the only person who is able to provide the inputs needed to innovate the product. Buyers, in many cases, are not users, and while they can help you understand the buyer’s trip, they are not qualified to talk about the user’s basic job.
These factors are the basis for advice to avoid the most common mistakes that companies make when starting to apply jobs in thinking about their organization.
Do not ignore the company’s work goals
Let’s say, for example, that you are Drilling manufacturerAnd you are trying to improve your current products or replace them (disrupt) with new products that create holes. In this case, an important study “hanging an image on the wall” or “creating an attractive work space” will not help you. Given that your company performs training and wants to continue to conduct competing training or products, you will need an important study “create a hole”. Thus, you will conduct an interview with competitors users that are used to create a hole, for example, hand training, electrical exercises, hole, hammer/nail, etc.
With a deep understanding of all scales, customers use to measure success when creating a hole ( The desired results) And the new insight that is under/excess, you can then:
- Imagine new features that improve your current products, and:
- Imagine new products that can disrupt or complement your current offers.
On the other hand, if you are Frame/manufacturer of devicesAnd you are trying to improve your current products or replace them (disrupt) with new hanging products, as a task “success in my profession” or “creating a quarter -inch hole” will not help you. As a framework/hardware manufacturer, you will need an important study “suspend a wall on the wall”. Thus, you will meet users of all competing products that are used to hang a picture on the wall, for example, wires, fastening systems, etc.
With a deep understanding of all the standards that customers use to measure success when hanging a picture on the wall and insight where the results are under/excess, you can: then:
- Imagine new features that improve your current products, and:
- Imagine new products that can disrupt or complement your current offers-and may eliminate the need to dig a hole.
It is important to note that even if the manufacturer/devices manufacturer creates a new framework, the need to dig a hole to hang a picture will not disappear for training. People will continue to purchase holes in many other contexts – and the drilling maker will still need to study the task of creating a hole.
beauty The innovation process that depends on the results It can be used to study any function at any level of abstraction – and improve to address the business goals of the company that seeks to grow through innovation. Keep in mind that the job that can have a goal, goal, or important, or a problem that must be solved, something that must be avoided, or anything else that people’s groups try to accomplish.
Do not confuse the buyer’s trip with the job that the user recognizes
The second common mistake that people see when trying to apply functions in thinking is that they confuse the job of the buyer (and the results) with the user’s function (and the results).
The reason that the theory of jobs is very strong is that it enables the company to understand the basic job function that the customer tries to do when using the product. The study study, which can deny the standards that people use to measure success when completing the task and opportunities to better accomplish the task/more licensing.
But here is the problem – in many cases, especially in B2B applications, the product buyer has little or non -use of the product to accomplish the job task. But since the company has a relationship with the buyer, not the user, researchers end up speaking to buyers about their purchase function (buyer’s trip) and failure to obtain ideas required to understand the job that the user tries to do (the basic job function).
While studying the buyer’s job (trip) it can lead to visions that help in creating the purchase process, the inputs collected around the buyer’s trip will not help in creating the product itself – and thinking that it will be a common mistake.
Avoid these two common mistakes will have a long way to help you get your jobs in the efforts you make on the right foot.
📌 Read more at: Source
Tags: #Avoid #common #errors #starting #jobs #destroy #Written #Tony #Olwick
Authored by Tony Ulwick on 2018-08-27 20:48:00
From: JTBD + Outcome-Driven Innovation – Medium
