Jim, Beat and Yann were joined by customer focus enthusiasts for an online event to discuss how to take user-centered jobs-to-be-done thinking within an organization from a spark to a wildfire. Three key lessons stood out.
- The first rule of the Jobs-to-be-done club is: Don’t talk about Jobs-to-be-done. Just do it!
Jobs-to-be-done enthusiasts are in danger of walking in the same trap the very logic they love should prevent them from: Thinking and talking about the solution and not the Job. As a Jobs-to-be-done enthusiast Jobs-to-be-done itself is a solution! So we should not talk about Jobs-to-be-done when we want to inspire other, but what Jobs-to-be-done can help them do in that situation. The label is secondary.
- There is no one way – what counts is what makes sense
The Job of Jobs-to-be-done is to solve a business problem, i.e. create a useful, meaningful innovation. Jobs-to-be-done is thereby a logic, a mindset or a way to think. There is no one way to apply it. Coming from a pragmatic practitioners point of view Jim and Vendbridge alike are not dogmatic. If you apply Jobs-to-be-done in a hypothesis workshop, doing qualitative interviews or using quantification methods depends on what makes sense. Sometimes an inside-out hypothesis is good enough, for resource heavy decisions to be justified in front of management often more robust results are needed.
- Co-creation: Do Jobs-to-be-done together
To spread Jobs-to-be-done within your organization co-create even further. Jobs-to-be-done and the various tools which Vendbridge and Jim developed are like an open invitation for people in many different teams and departments. Jobs-to-be-done is a way of thinking, speaking and designing that everyone can join in and collaborate – from UX to management to engineers.
We hope you enjoyed the discussion as much as we did! Could not make it? Here’s the recording to rewatch the exchange: