Carnegie Mellon Qatar © Robert T. Monroe Course Jobs To Be Done Analysis and Outcome Expectations Robert Monroe Innovative Product Development February 1, 2011

Carnegie Mellon Qatar © Robert T. Monroe Course By The End Of Class Today, You Should: Understand the concept of 'hiring' a product to do a job, and use the technique of identifying and understanding the Job To Be Done as a way to uncover new Product Opportunity Gaps Be able to use Outcome Expectations analysis to identify important Jobs To Be Done that are not being done in a way that meets customers’ needs and expectations Be able to use Value Quotient Analyis to identify product opportunity gaps

Carnegie Mellon Qatar © Robert T. Monroe Course Phase 1: Identify The Opportunity Goals: –Identify and evaluate a set of promising Product Opportunity Gap (POG’s) –Choose the most appropriate POG to move forward with Primary results: –Product opportunity statement (hypothesis) –Initial scenario that illustrates the opportunity Methods –Brainstorming, observing, researching Social, Economic, and Technology (SET) factors –Generating POGs based on SET factors –Evaluating and filtering POG ideas generated –Scenario generation, feedback, and refinement Source: Cagan and Vogel, Creating Breakthrough Products, [CV02] Chapter 5. Launch * Realize Conceptualize UnderstandIdentify

Carnegie Mellon Qatar © Robert T. Monroe Course Jobs To Be Done Analysis “People don’t buy quarter-inch drills, they buy quarter- inch holes. The drill just happens to be the best means available to get that job done.” Ted Leavitt of Harvard Business School [SSD09] p 10.

Carnegie Mellon Qatar © Robert T. Monroe Course Jobs To Be Done (JTBD) Analysis Goal: identify the human need you are trying to meet Focus on the outcome that your customers want to achieve, not on the product that you want to sell to them JTBD analysis steps 1.Identify a focus market 2.Identify jobs customers are trying to get done 3.Categorize the jobs to be done 4.Create job statements 5.Prioritize JTBD opportunities 6.Identify Outcome Expectations regarding the job Source: [SSD09] pages 1-8.

Carnegie Mellon Qatar © Robert T. Monroe Course Different Types of Jobs To Be Done: Functional jobs describe the task that the customers want to achieve Emotional jobs relate to feelings and perceptions –Personal jobs relate to how customers want to feel about themselves –Social jobs relate to how customers want to be perceived by others Ancillary jobs are other jobs that customers want to get done before, during, or after they get their main job done Source: [SSD09] pages 1-8.

Carnegie Mellon Qatar © Robert T. Monroe Course Job Statements Express the JTBD with a Job Statement, which usually takes the form: – Examples –Listen to music in the car with friends –Allow the kids to listen to different music in the car than their parents –Travel from home to work comfortably and quickly without the stress of driving in traffic –View pictures at home that were taken with a digital camera –Satisfy appetite for ice cream without becoming overweight Source: [SSD09] pages 1=8.

Carnegie Mellon Qatar © Robert T. Monroe Course Exercise: Describe The Job(s) To Be Done By…

Carnegie Mellon Qatar © Robert T. Monroe Course Exercise: Describe The Job(s) To Be Done For…

Carnegie Mellon Qatar © Robert T. Monroe Course Jobs To Be Done Exercise Select one of the POGs identified previously Select a target market of potential consumers for that POG, clearly articulate who this group of people are Identify five different JTBD’s for that group of customers relative to the POG –Write out a job statement for each of these JTBD’s Be prepared to share with the class

Carnegie Mellon Qatar © Robert T. Monroe Course Outcome Expectations Analysis

Carnegie Mellon Qatar © Robert T. Monroe Course Outcome Expectation Analysis Goal: list desired and undesired outcomes of a product that addresses a Job To Be Done to identify places where current solutions fall short Focus on broad benefits and drawbacks, not features or performance characteristics for specific products Outcome expectation analysis steps 1.Identify the Job To Be Done 2.List the JTBD’s related Outcome Expectations 3.Create Outcome Statements 4.Determine high-priority Outcome Expectations Source: [SSD09] pages

Carnegie Mellon Qatar © Robert T. Monroe Course Outcome Expectations Grid CustomerProvider Undesired Desired Source: [SSD09] page 10.

Carnegie Mellon Qatar © Robert T. Monroe Course Outcome Expectations Grid CustomerProvider Desired Strongly secures private data Easy to install Easy to use Inexpensive to buy / own “Just works” on my phone … Cheap to produce and maintain Easy and inexpensive to distribute Requires little advertising / marketing support … Undesired Difficult to use Expensive Sometimes makes me lose access to my own data Does not work on my existing smartphone … Expensive to create Expensive to support / maintain Complicated to support/maintain Customer data loss causes lawsuits or bad customer relations Attackers can easily go around security provided … Job statement: Prevent other people from seeing the private information stored on my smartphone

Carnegie Mellon Qatar © Robert T. Monroe Course Outcome Statements Clearly and precisely state desired/undesired outcomes Structure: –Direction of action (decrease, increase, maximize, etc.) –Unit of measurement (time, length, weight, cost, etc.) –Object of control (what it is you are influencing) –Context (where or under what circumstances) Source: [SSD09] pages

Carnegie Mellon Qatar © Robert T. Monroe Course Outcome Statement Examples Minimize the difficulty of installing on phone Minimize the technical knowledge required of phone user Minimize the likelihood that the customer will lose data Increase the “invisibility” of protecting the data Reduce development and maintenance costs for supplier Source: [SSD09] pages

Carnegie Mellon Qatar © Robert T. Monroe Course Exercise: Outcome Expectations Create an Outcome Expectations grid for the following JTBD Job Statement: –Record images from vacations to share with friends Create outcome statements for this job statement and prioritize them based on importance and the level of consumer satisfaction with current solutions

Carnegie Mellon Qatar © Robert T. Monroe Course Exercise: Outcome Expectations Grid CustomerProvider Undesired Desired

Carnegie Mellon Qatar © Robert T. Monroe Course Value Quotient Analysis

Carnegie Mellon Qatar © Robert T. Monroe Course Value Quotient Key Idea: start from ‘perfect’ and work backwards To improve Value Quotient look for places to improve desired outcomes or reduce undesired outcomes

Carnegie Mellon Qatar © Robert T. Monroe Course Value Quotient Analysis Steps 1.Identify the Job To Be Done 2.Identify the desired and undesired outcomes 3.Plot the ideal innovation 4.Plot existing solutions 5.Identify opportunity value gaps 6.Close the value gaps

Carnegie Mellon Qatar © Robert T. Monroe Course Value Analysis Plots: Perfect World Job To Be Done: Record images from vacations to share with friends

Carnegie Mellon Qatar © Robert T. Monroe Course Step 5: Identify Opportunity Value Gaps Where to look for value gaps: –Dimensions with high customer importance and low customer satisfaction –Dimensions that customers report as not very important and they are satisfied This may present an opportunity to ‘lower the bar’ to produce a cheaper, simpler, alternative for the low end of the market –Dimensions for which there is currently no good solution

Carnegie Mellon Qatar © Robert T. Monroe Course Value Quotient Exercise For the identified Job To Be Done: –Record images from vacations to share with friends Select three different solutions currently on the market for this JTBD. Plot the existing solutions on your value analysis graph Identify opportunity value gaps that this analysis exposes Propose different ways that you might close these gaps

Carnegie Mellon Qatar © Robert T. Monroe Course Wrap Up

Carnegie Mellon Qatar © Robert T. Monroe Course Challenge Problem #1 Challenge Problem #1 posted to the wiki Thursday will be a ‘workshop’ class –First half of class will be time for group work and discussion on the challenge problem –Second half of class you will present your preliminary findings and get feedback from the class and instructor –Written proposal/solution due on week from today You will get a lot more out of Thursday’s class if you have done a nontrivial amount of preparation prior to class, as outlined on the wiki.

Carnegie Mellon Qatar © Robert T. Monroe Course References [CV02] Jonathan Cagan and Craig M. Vogel, Creating Breakthrough Products, Prentice Hall, 2002, ISBN: [SSD09] David Silverstein, Philip Samuel, Neil DeCarlo, The Innovator’s Toolkit, John Wiley and Sons, 2009, ISBN: