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introduction

I share the fabric that can implement the jobs (links below) with the JTBD community in an attempt to encourage product teams, marketing and strategy:

• Learn the basics The theory of jobs running out The innovation process that depends on the results.
• Create a common language for innovation, thus facilitating the agreement on the inputs of the critical process.
• Watch its markets through a new lens – one closely corresponds to customers and leads to a more innovative approach.
• Discover the potential opportunities for growth, that is, the current offers in dealing with the job, results, related jobs or consumption are failing.

I hope that innovation heroes in companies all over the world use the fabric that can be eavesdropping to accelerate the adoption of new thinking-and to speed up their growth.

Download the amazing fabric

The fabric can be downloaded in multiple formats. You will not be asked to enter any data – the links are transmitted directly to the fabric. The latest version is V-1.2.

to download Employment opportunities running out in .Pdf appearance.

Special thanks to Mike Buenos for his contributions to creating a fabric. Please post proposed improvements to the fabric as a reaction to this article.

Support materials and preparation

It is recommended to use the fabric in a workshop or a training preparation that is easier for the inner innovation champion. In preparation for the workshop, the participants must be asked to read (as a minimum) Map of innovation that focuses on the customer (HBR, 2008) Introduction. Other short articles that will return the participants include:

If you want to be taught the participants in the workshop completely on the approach before starting the workshop, ask them to download and read a free copy of the book Jobs to be performed: a theory of training (ULWICK, 2016) before the session.

The facilitators in the workshop must be well aware of all the above content and complete their learning by reading the white papers on Strategy Web site and articles published on JTBD + Odi A website.

The use of a fabric in preparing a popular workshop by Alexander Ostrawander and others. The culture of the fabric as part of the Toyota road, where they developed what they called “A3 Report”-a single page report that was named from the size of the paper.

At first glance, the A3 looks very simple. However, there is a process behind them. Like the A3 report, what is meant by job opportunities that can explode as a starting point for developing hypotheses on a market of attention that can be improved later and verifying its health through a tougher implementation of the ODI process.

Function function instructions

Although the fabric plate can be used to analyze markets where the products are not yet, they are often more realistic for the innovation hero to help the product team learn the approach by focusing on a market that is familiar with it, for example, a market that already exists. This ensures that the workshop will provide implementable results that can be implemented quickly, thus building stability around this process.

Using the required fabric for jobs, members of the product team-with a facilitator-will work to obtain an agreement on:

• Any group of customers aims to grow.
• What function is the customer tries to do.
• All steps that make up the customer’s function that should be aimed.
• Associated consumption, relevant and emotional functions.
• The desired results of the customer (needs) associated with obtaining basic and consumption functions.

The fabric plate is designed to stimulate these inputs, all of which are required to make the innovation process more predictable. Training exercise can usually be completed in a one -day workshop.

The fabric must be completed in this order, as follows:

port

Start by selecting the group of people you want to target to create value – those who use your products (and competing products) to accomplish a joint functional function.

• The function port is usually the end user – the person who uses the product or service to accomplish the task.
• The job port should not be, often not, Jupiter.
• Others who participate in the life cycle of the product, for example, are considered stabilians, those who keep or repair the product, etc., when analyzing the functions of the consumption chain.

Function function function to activate

Next, select the basic basic process (function) that the perpetrators try to do. The function statement is well -made exactly what your target group is trying to accomplish or achieve it.

• Ensure that the function statement in the correct coordination: Verb + an object of Clarfier Verb + context (optional)
• Avoid using qualities and conditions.
• It does not include emotional functions or needs data in the basic job statement.

You may choose to have customers in the training workshop with you to help you determine their job. This brings an additional dimension from realism to the session.

Job map

The function map is a visual photography of the basic job function, which is dismantled in the steps of the secret process. Unlike the process map, the function map does not show what the customer does (solution offer); Instead, what the customer tries to do (display needs).

• For each stage in the job map, specify the process of the process that is the customer attempt To implement to complete the task. There are often a number of operations steps for each stage in the comprehensive job map (which is included in the fabric). For example, there may be two or more steps of implementation or monitoring steps, etc.
• Select each step in the job map in a way that makes it for the sake of the solution.
• Select each step using the appropriate format: verb + verb + Clarifier (optional)
• Put the steps in the optimal order: one will eliminate the repetitions of the process that waste time and money. Customer enabling to perform the job in the optimal order is often an innovation in itself.

You can read more about Function maps fee here.

Consumption functions

Consumption chain functions are the functions related to the products to be performed during the product life cycle. These functions include installation, preparation, storage, transportation, maintenance, repair, cleaning, upgrade, and get rid of the product.

• Some of the consumption chain functions may be performed by the basic job port. Other consumption functions may be performed by another person, for example, installed, etc.
• Determine all the functions of the consumption chain that the perpetrators or others must implement during the product life cycle.
• Check who who must implement the task of the consumption chain, that is, the job port or any other (other).

On the current market, the functions of the consumption chain are often given. But one of the objects of innovation is to create solutions that remove or automate the implementation of the consumption chain functions – thus providing a distinction point.

Related jobs

List the job jobs that the end user tries to do with the basic job job. It includes jobs that they may perform before, during or after performing the basic job. (He sees It grows beyond the nucleus: tasks related to the intended goal).

Emotional functions

Create a set of phrases that describe the way customers want to realize by others or feel when performing a basic functional function. Again, follow the rules for creating valid emotional work data as specified in literature.

The desired results

The desired results are the scales that the job port is used to measure the successful implementation of the basic job function. The results can end, serve or provide them appropriately or not related to the subject.

• Determine the results for many steps in the job map. It is often better (and easier) to start with the “implementation” steps.
• Follow the rules for clarifying the good results data for each other book above.
• Use the desired format: Improving + measurement + control + Classual Claarifier (optional).
• With the selection of the results, discuss with the team if they are likely to be under, served or served appropriately, or the table or related stakes (and why).

Converting ideas into work

With ideas published on the required fabric for jobs, the facilitator can lead the team through a variety of discussions, including:

• How to put better for current products.
• How to improve current products in the job, job step and results level (see details below on how to use a job map to detect opportunities for innovation).
• What are the new products or complementary services required to help customers accomplish the entire task.

Additional instructions are detailed to use ideas in the Harvard University review articleand Map of innovation that focuses on the customer.