Curso Job-to-be-done / Jobs to be done theory - The needs framework part 3: related jobs

Meeting context

  • Scope: Jobs-to-be-done course
  • Study notes by Marcio S Galli
  • Status: Working draft
  • This meeting: "a06-680 — talk — j2bd — write up — ulwick part 2 - related jobs 6f87e99f-f064-4196-862b-5965cb73ed80 Thursday, January 30⋅2:30 – 3:30pm"
  • Parent index: "index-talk: jobs to be done — 812d5362-be80-4f9b-ba39-c677b49f3407"
  • Episode 12
  • Prior 11

Subject of study

  • Type: Book, PDF
  • Title: Jobs to be Done - Theory to Practice
  • Author: Anthony W. Ulwick
  • Date published: 2016
  • Book PDF: https://jobs-to-be-done-book.com/
  • Author: Anthony Ulwick
  • Summary: (Jobs-to-be-done course - study notes) Every Core Functional Job, for example listening to music, will have Related Jobs. As we dive deep exploring these Related Jobs, we will find other kinds of jobs such as Emotional Jobs, Social Jobs, and Consumption Chain Jobs. This part of Jobs-to-be-done theory seems to correlate with concepts presented in Value Proposition Design, such as user's gains and pains and how Alexander Osterwalder broke the analysis to account elements such as emotional state and social status.

  • Tags: #jtbd #leanstartup #customervoice #customerneeds

Check on relationship of this Related Jobs and Core Functional Jobs

  • Prior session 11

This annotation relates to the following sections of Ulwick's Jobs-to-be-done PDF

  • Chapter 2 - Jobs-to-be-done Needs framework
  • Sub section Related jobs
  • Sub section Emotional and Chain jobs
  • Sub section Consumption Chain jobs

Related jobs

  • There are usually "5 to 20 related jobs" on the mind of an user — according to Ulwick, p.58;

  • Related jobs — are related to the Core Functional Job;

  • A platform-level solution may be characterized by Core Functional Jobs expanding into Related Jobs;

  • The value of an offering (solution or service or product) is increased - when more Related Jobs are accomplished in a platform system; This may bring the discussion about focusing in a main vs expanding, aggregating; and it seems that the answer to this relates to competition and differentiation vs resources vs how to sustain a business model;

Emotional and social jobs (p.59)

  • Emotional jobs - relates to an intent in terms of feelings, an expectation for a feeling; when the user wants to achieve an emotional benefit, a gain, or to be relieved from a pain;

  • Social jobs - how one is perceived by others. In the example provided by Ulwick, a parent may want to be seen as a caring parent;

  • Mapping out these jobs — will impact to value proposition;

  • Mapping out these jobs — will impact to design, marketing, and positioning;

  • Relationship with a Core Functional Job — 1:N — "5-25 emotional and social jobs may be on the mind of the end user when executing the core functional job". (p 59)

Consumption chain jobs (p.59)

  • Stages, in the words of Ulwick, relates to the product lifecycle;

  • Mapping out stages — purchasing, receiving, installing, setup, learning to use, transport, clear, store, maintain, upgrade, repair, and dispose it;

  • These interaction elements are intrinsic part a job execution, they become marginal cost, or a marginal effort, of doing a job (marcio);

  • An offering, with a differentiation in terms of this lifecycle interaction, such as simplified usage, can be more successful;

  • Dyson example of the bagless vacuum cleaner - at p.60. Ulwick provided the example from Dyson, a known company that positioned their bagless vacuum cleaner as easier to use product in contrast with other vacuum cleaners;

  • It's interesting to consider that the usage of common products, like a vacuum cleaner, or a piano, when they become sort of standards or reach common usage; may give rise to new needs, may create new pains for example. So it might be the case that we end up considering that filling a car gas tank is a job. However, keep in mind that the car itself is there in the first place doing other job, related to transportation needs. The point here is that it is our (entrepreneurs and researchers) job to make sure to map out the core job from these related aspects, to break the chain. In the end, all jobs will always be part of another. The real point may have more to do with how sustainable is an offering and how strong and unattended is a need. (marcio)

  • Product design improvement - can be aligned when looking at consumption jobs;

  • Competitive differentiation - can be formulated looking at consumption jobs;

  • Customer journey and experience - is impacted by the consumption chain jobs. Again, this point brought up by Ulwick (p.60) makes me remember the presentation by Reid Hoffman and Joe Gebbia Greylock Design for Trust.

  • Desired Outcomes mapping to Consumer Chain Jobs - the understanding of this relationship is essential to a design-centered innovation process done by designers and engineers;

Financial desired outcomes

  • A buyer role - a role that considers financial outcomes, or financial metrics. According to Ulwick, p.61, "is not uncommon to find that buyers consider 40 to 80 financial outcomes (or metrics)"

  • Split the buyer role from the user role - there are cases where you have to split the various roles; if you dont split it is possible that a buyer role starts to uncover core functional aspects instead. p.61

Marcio é um empreendedor com interesse em inovação, empreendedorismo, cultura e gestão. Formado em ciências da computação, Marcio fez seu estágio de graduação no Vale do Silício em uma das empresas que marcaram a história da Internet (Netscape Communications). Posteriormente mudou-se para o Vale do Silício trabalhando para Netscape / America Online, Yahoo! e posteriormente ao voltar ao Brasil, para a Mozilla Corporation (criadores do navegador Firefox). Antes de se tornar empreendedor e consultor, Marcio pôde colaborar com vários departamentos como marketing, inovação, engenharia e em times de documentação e evangelismo. Se tornou autor de patentes internacionais e gosta de estudar e escrever para os futuros empreendedores e gestores. Marcio é apaixonado por comunicação, negócios, tecnologia e cultura. Alguns dos seus livros preferidos são High Output Management, Conscious Business, The Hard Things about Hard Things, Maslow on Management, The Startup of You, The Alliance, Zero to One, dentre outros.

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