This document provides an introduction to foundational concepts of innovation including:
1. Customers hire products and services to fulfill jobs or tasks that need to be done. How the job is defined impacts innovation opportunities.
2. Customers determine what defines success or failure for the job based on their outcome expectations.
3. Properly scoping the job to be done, either by broadening or narrowing the focus, helps ensure innovation efforts target the right problem.
4. Understanding customer outcome expectations, like wanting something faster or cheaper, helps provide solutions customers truly value.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
The Lean Startup way or how to design solutions that will be adoptedMoldova ICT Summit
The document discusses the Lean Startup methodology for developing solutions that customers will adopt. It emphasizes validating assumptions with experiments and customer feedback rather than discussions. The key aspects are:
1) Understanding customer problems, limitations, and existing solutions through interviews and observation of behavior.
2) Hypothesizing the root causes of problems and designing small experiments to test solutions.
3) Identifying triggers for customer action and channels they use to find solutions and get feedback through iterative testing.
4) Continually learning and improving solutions based on validated data from customers rather than assumptions within discussions.
Design Thinking, From Idea to Product @ Product TankDavide Scalzo
These are the slides that I used for my keynote on Design Thinking at Product Tank London in November 2015.
In this keynote I was introducing how to use design thinking when trying to get a new product or feature to market in order to deliver a product that your customer audience actually wants.
ODI is an innovation process focused on customer outcomes rather than ideas. It links a company's activities to customer-defined metrics, with an 86% success rate of new products and markets. ODI helps companies ensure growth by making decisions based on understanding unmet customer needs rather than brainstorming ideas. Traditional innovation processes are broken because they focus on generating ideas without understanding customer needs, resulting in high failure rates of new products.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
Using Bets, Boards and Missions to Inspire Org-wide AgilityC4Media
Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/2m3Yly0.
John Cutler talks about Bets, Boards, and Missions, and how to apply them in an organization, and why it is important to uplevel teams and become outcome-focused. Filmed at qconnewyork.com.
John Cutler currently works as a product evangelist at Amplitude. As a former UX researcher at AppFolio, a product manager at Zendesk, Pendo.io, AdKeeper and RichFX, a startup founder, and a product team coach he has a perspective that spans individual roles, domains, and products.
In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the concept. On this theory though, I am staying with Ulwick's work and have used it numerous times. It works! It was not till several months ago that I actually finally created a mind map of the process. This is my rendition of it.
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
The document describes the journey of an agile consultant who struggled with the failure of his previous startup company. He became interested in lean startup principles and customer development practices. This led him to validate his business ideas through frequent experiments and customer feedback, rather than relying on untested assumptions. He now documents his business models explicitly and uses metrics and hypotheses to test solutions with MVPs before fully rolling products out. This new approach allows him to learn quickly and improve the likelihood of sustainable business success.
The document discusses using A3 problem solving and kaizen (continuous improvement) methods to drive organizational change. It describes implementing kaizen memos to celebrate small improvements. Problems were analyzed using A3 thinking, with targets set and countermeasures identified and tracked. Leadership was turned "upside down" by having managers solve problems using coaching and A3 thinking. This drove significant improvements like reducing rework lead times from 14.6 to 5 days. The approach spread laterally through communities of practice and helped transform organizations.
1. Lean UX is a human-centered design practice that focuses on solving the right problems for users through lightweight research and frequent validation.
2. It emphasizes having a cross-functional product team that includes developers, product managers, and UX designers who work together. Ideas and decisions are externalized for transparency.
3. Methods are repeatable and routine to efficiently generate many options, decide quickly which to pursue through building minimal products, and recognize hypotheses that are validated with real users.
This document discusses how to differentiate yourself competitively in the marketplace. It states that to get buyers to choose you over competitors, you must be substantially better. There are three main dimensions to compete on: quality, cost, and speed. Quality has many factors including performance, features, reliability, and more. Speed can refer to delivery speed or service speed. Cost can be measured in total cost of ownership or individual cost factors like transaction costs, fixed costs, variable costs, learning costs, and disposal costs. The document stresses finding out what factors are important to buyers in those dimensions before developing your product to properly position yourself competitively.
[Product Camp 2020] - Making strategy accessible - John Cutler - AmplitudeProduct Camp Brasil
The document discusses the North Star Framework, which is a strategy tool used to make product strategy more accessible. It involves identifying a "North Star Metric" that serves as a leading indicator of mid to long term sustainable growth. It also involves identifying the key "Inputs" that are being worked on that contribute to the North Star Metric. The framework promotes aligned autonomy and a common language between teams. It provides a persistent model for goals rather than point-in-time goals and involves iteratively updating the North Star Metric and Inputs as strategy changes over time.
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...Frank Donohue
Organizations don't plan to fail, they just don't have a structured system for problem solving. In this presentation you will find out how to solve problems the way one of the most successful, admired, studied, and emulated companies in the history of commerce solves problems and continuously improves its business and enjoys major breakthroughs time and time again.
Agility Thessaloniki’s Agile & Lean meetup discussed principles for delivering value continuously. It emphasized delivering value even if a complete feature is not ready by focusing on delivering half-baked ideas quickly to gain feedback. Making people - including users, customers, and employees - awesome was another principle, by understanding their needs and pains in order to craft successful user strategies. A final principle discussed was making safety a prerequisite through protecting people's well-being and relationships in products, services, and collaborations.
BA and Beyond 19 - Susanne Schmidt-Rauch - Deeper business analysis by user e...BA and Beyond
When we received a future business process description using a conventional process diagram in order to represent an overview of the requirements for a financial advisory tool, we felt that business analysts did not want us - the user experience specialists - to start with "our" work.
We convinced them to use a series of 3 workshops implementing scenario-based development (tell the story of the process from the users' perspective) and a special design-studio technique (visually brainstorm on most difficult design challenges) to their project procedure.
The result was a more qualified future business process, a deeper understanding of the context of use and a tangible paper prototype, ready to be tested by and with users.
Acestea sunt slide-urile folosite intr-o prezentare catre un grup de 30 de profesori de informatica in cadrul programului Predau Viitor al Techsoup Romania.
Slide presentation from the AIA National conference May 2010 on the environmental impacts of peak energy use and mitigation strategies in building energy use.
Presented at Ford's 2017 Global IT Learning Summit (GLITS)Ron Lazaro
Presentation Details: The best way to think about product discovery is to think about it in relation to product delivery. It's not possible to build a product without doing both discovery and delivery. Discovery encompasses all the activities that we do to decide what to build. It includes all the decisions we make to decide what to build next, whereas delivery is all the activities we do to write code, package releases, ship products. It's how we deliver value to our customers.
Key takeaway for the participants will be to help them understand the difference between Product Discovery and Product Delivery and how to apply techniques in doing both.
When you need to compete on innovation rather than efficiency.
SUMMARY:
The confluence of two fundamental conditions is required to meaningfully spark the types of insights that drive your strategy and create viable products:
* Knowledge
* Imagination
This is being “innovation ready” and is essential to develop smart, thoughtful products that users want and customers will buy.
There are multiple frameworks and theories on product development. Some of the most astute and popular that have shaped our way of thinking and better enabled the start-up and large enterprise alike are:
* Lean Start-up
* Design Thinking
* Jobs-to-be-Done (JTBD)
* Agile
Extending on the collective wisdom of these frameworks, Innovation Ready focuses on the specific conditions necessary to develop the informed insights that drive meaningful product strategy. It's these moments of inspiration that ultimately shape and form our work and, at a minimum, de-risk our product development activities, but more boldly, enable us to deliver the next breakthrough product.
Table of Contents:
Foundation: Problem | Solution | Product
User Problem
Innovation Ready
Building Your Knowledge
User & Customer Needs
Market Dynamics
* Existing Solutions
* Behavior Analytics
* External Constraints
* Secondary Research/ Market Trends
Imagination
Business Model
* Lean Canvas
* Market Size
Iterating & Ideating Your Product
* Plan & Test
* Collect & Learn
* Ideate & Evolve
Minimum Viable / Lovable Product
Evaluation Checkpoints
Product-Market Fit
Intro to Lean Startup and Customer Discovery for AgilistsShashi Jain
This is a short presentation I made to the Portland Agile and Scrum group giving a light introduction to Lean Startup, Customer Discovery, and how you use them together to create a product-market fit.
Introduction to Design thinking 2015 by Vedran AntoljakVedran Antoljak
Design Thinking presentation for those designers that have not been in touch with consulting business and those managers that don't know much about design.
This document provides guidance on product management techniques for discovering user needs and developing product ideas. It discusses how to understand users through interviews and observation to identify pain points. It also outlines a three-step process for proposing product changes: 1) deeply understand the problem, 2) identify an ideal solution, and 3) scope a practical solution. Additionally, it covers how to create clear product specifications that consider functionality, layout, text, and avoid issues that could complicate development. Examples of mockups, user flows, and other tools for visualizing and specifying products are also presented.
This document provides an overview of a 4-step user-centered design process for creating apps and interfaces. The steps are: 1) Define the problem by understanding user needs through observation and interviews; 2) Prototype solutions quickly through paper prototypes and storyboards to get early feedback; 3) Evaluate designs using usability heuristics; and 4) Learn and iterate based on user testing to continually improve the design. The goal is to help readers with little design experience go through a process that will result in designs focused on solving users' problems.
Recording available here: https://youtu.be/zZVoo5AbANI
As technologists, we love to build things. And we sometimes forget that our customers (or potential customers) don’t care about what we’re building-- they care about what they’re building, doing, or feeling. In this talk, we’ll explore methodologies that help us continually focus on our customers’ needs, building just enough to learn and iterate towards their desired outcomes.
Making More Money (Workbook): Simple Strategies for Improving Cash Flow and P...jrd9234
This workbook provides exercises to help businesses identify opportunities to improve cash flow and profitability. The exercises are designed to help businesses discover specific ways to reduce waste, improve processes, build customer relationships, and innovate for the future. Completing the exercises encourages businesses to examine their operations with a critical eye, uncover assumptions, and find new approaches to increase financial success in a sustainable way.
Анна Мамаєва “Don’t ask customers what they want ” Lviv Project Management DayLviv Startup Club
The document discusses the Jobs to be Done framework, which focuses on understanding customer motivations rather than attributes. It provides an overview of the theory behind JTBD, including that people buy products to get jobs done, and products that help customers get jobs done better and cheaper succeed in the marketplace. The document outlines the main stages of the JTBD framework, including identifying jobs customers are trying to complete, categorizing the jobs, defining competitors, creating job statements, and more.
Jobs-to-be-done, a goal-driven solution frameworkClément Génin
The fast food chain wanted to increase milkshake sales. Initially they focused on improving the product but sales did not increase. They then focused on customers and market segments but still saw no results. Researchers realized people were buying milkshakes to alleviate boredom during their commute. Interviews found taste was unimportant; ease of consumption with one hand and portability were priorities. Installing a self-serve kiosk made purchasing more convenient for commuters and increased sales without changing the product. The document discusses how focusing on jobs-to-be-done, rather than products, customers, or segments, provides a framework for understanding user needs and developing effective solutions.
The document provides an overview of design thinking methodology and how it can be combined with LEAN principles for product development. It discusses the key stages of design thinking - empathizing to understand user needs, defining insights, ideating potential solutions, prototyping ideas, and testing prototypes with users. It also explains how minimum viable products and build-measure-learn cycles from LEAN can help accelerate the design process. The presentation aims to illustrate how design thinking and LEAN can be applied together to more efficiently develop products that meet user needs.
501 Talks Tech: Design Thinking Workshop by Dupla Studios501 Commons
The document provides an overview of the design thinking process through two case studies. It begins with an introduction to design thinking and covers the main stages of the process - discovery, definition, development, and delivery. The first case study examines improving automotive infotainment systems based on field observations and user insights. The second case study looks at designing a platform to better connect volunteers with nonprofit opportunities. The document concludes with a workshop on user research skills like interviewing and making sense of user data.
This document discusses techniques for conducting user interviews to gather requirements. It advocates using context-free questions at first to understand the problem without biases, then exploring potential solutions. Key needs are identified from multiple interviews and compiled into a requirements repository. Sample interview questions are provided for homeowners and distributors of a smart home lighting system. Questionnaires are not recommended for requirements gathering due to inability to clarify responses.
Jason Fraser - A Leaders' Guide to Implementing Lean Startup in OrganisationsLean Startup Summit EMEA
The Leader's Guide Workshop walks through the 8 Sections of Eric Reis's Leader's Guide, breaking out each section into actions that you can take as a leader to bring Lean Startup to your organization. We'll cover some of the basics of Lean Startup and how to reframe them for easier consumption in your organisation, then delve into the difficult areas of people, money, and scale.
GDG Cloud Southlake #19: Sullivan and Schuh: Design Thinking Primer: How to B...James Anderson
Brian Sullivan and J Schuh GDG Cloud Southlake #19: Design Thinking Primer: How to Build Better Ideas
Video and other items from the event are here: https://gdg.community.dev/events/details/google-gdg-cloud-southlake-presents-gdg-cloud-southlake-19-sullivan-and-schuh-design-thinking-primer-how-to-build-better-ideas/
Design thinking is a human-centered approach to problem solving that involves empathizing with users, ideating creative solutions, and testing prototypes through an iterative design process. It helps organizations innovate by taking an experimental approach focused on quick validation of concepts with target customers. In the financial industry, design thinking can help address challenges like disruption, customer acquisition costs, and loyalty by focusing on the customer experience. It allows for differentiation through more proactive offerings that help customers achieve financial goals. This improves customer satisfaction and retention. However, design thinking requires the right balance - it is good for skipping unnecessary meetings but still requires viable business strategies and consideration of each unique problem.
I gave a talk on the role of Design Thinking to leaders in the financial industry. The focus was on user centric thinking to innovate financial products and digital services. (all case material is removed)
Design thinking is a human-centered approach to problem solving that involves empathizing with users, ideating creative solutions, and testing prototypes through an iterative design process. It helps organizations innovate by taking an experimental approach focused on quick validation of concepts with target customers. In the financial industry, design thinking can help address challenges like disruption, customer acquisition costs, and loyalty by improving the customer experience. However, it is not a one-size-fits-all approach and still requires viable business strategies.
Slide Presentation from a Doctoral Virtual Open House presented on June 30, 2024 by staff and faculty of Capitol Technology University
Covers degrees offered, program details, tuition, financial aid and the application process.
No, it's not a robot: prompt writing for investigative journalismPaul Bradshaw
How to use generative AI tools like ChatGPT and Gemini to generate story ideas for investigations, identify potential sources, and help with coding and writing.
A talk from the Centre for Investigative Journalism Summer School, July 2024
Views in Odoo - Advanced Views - Pivot View in Odoo 17Celine George
In Odoo, the pivot view is a graphical representation of data that allows users to analyze and summarize large datasets quickly. It's a powerful tool for generating insights from your business data.
The pivot view in Odoo is a valuable tool for analyzing and summarizing large datasets, helping you gain insights into your business operations.
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartMohit Tripathi
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Kalyan Matka Kalyan Result Satta Matka Result Satta Matka Kalyan Satta Matka Kalyan Open Today Satta Matka Kalyan
Kalyan today kalyan trick kalyan trick today kalyan chart kalyan today free game kalyan today fix jodi kalyan today matka kalyan today open Kalyan jodi kalyan jodi trick today kalyan jodi trick kalyan jodi ajj ka.
Still I Rise by Maya Angelou
-Table of Contents
● Questions to be Addressed
● Introduction
● About the Author
● Analysis
● Key Literary Devices Used in the Poem
1. Simile
2. Metaphor
3. Repetition
4. Rhetorical Question
5. Structure and Form
6. Imagery
7. Symbolism
● Conclusion
● References
-Questions to be Addressed
1. How does the meaning of the poem evolve as we progress through each stanza?
2. How do similes and metaphors enhance the imagery in "Still I Rise"?
3. What effect does the repetition of certain phrases have on the overall tone of the poem?
4. How does Maya Angelou use symbolism to convey her message of resilience and empowerment?
Webinar Innovative assessments for SOcial Emotional SkillsEduSkills OECD
Presentations by Adriano Linzarini and Daniel Catarino da Silva of the OECD Rethinking Assessment of Social and Emotional Skills project from the OECD webinar "Innovations in measuring social and emotional skills and what AI will bring next" on 5 July 2024
How to Add Colour Kanban Records in Odoo 17 NotebookCeline George
In Odoo 17, you can enhance the visual appearance of your Kanban view by adding color-coded records using the Notebook feature. This allows you to categorize and distinguish between different types of records based on specific criteria. By adding colors, you can quickly identify and prioritize tasks or items, improving organization and efficiency within your workflow.
AI Risk Management: ISO/IEC 42001, the EU AI Act, and ISO/IEC 23894PECB
As artificial intelligence continues to evolve, understanding the complexities and regulations regarding AI risk management is more crucial than ever.
Amongst others, the webinar covers:
• ISO/IEC 42001 standard, which provides guidelines for establishing, implementing, maintaining, and continually improving AI management systems within organizations
• insights into the European Union's landmark legislative proposal aimed at regulating AI
• framework and methodologies prescribed by ISO/IEC 23894 for identifying, assessing, and mitigating risks associated with AI systems
Presenters:
Miriama Podskubova - Attorney at Law
Miriama is a seasoned lawyer with over a decade of experience. She specializes in commercial law, focusing on transactions, venture capital investments, IT, digital law, and cybersecurity, areas she was drawn to through her legal practice. Alongside preparing contract and project documentation, she ensures the correct interpretation and application of European legal regulations in these fields. Beyond client projects, she frequently speaks at conferences on cybersecurity, online privacy protection, and the increasingly pertinent topic of AI regulation. As a registered advocate of Slovak bar, certified data privacy professional in the European Union (CIPP/e) and a member of the international association ELA, she helps both tech-focused startups and entrepreneurs, as well as international chains, to properly set up their business operations.
Callum Wright - Founder and Lead Consultant Founder and Lead Consultant
Callum Wright is a seasoned cybersecurity, privacy and AI governance expert. With over a decade of experience, he has dedicated his career to protecting digital assets, ensuring data privacy, and establishing ethical AI governance frameworks. His diverse background includes significant roles in security architecture, AI governance, risk consulting, and privacy management across various industries, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: June 26, 2024
Tags: ISO/IEC 42001, Artificial Intelligence, EU AI Act, ISO/IEC 23894
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Find out more about ISO training and certification services
Training: ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
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Principles of Roods Approach!!!!!!!.pptxibtesaam huma
Principles of Rood’s Approach
Treatment technique used in physiotherapy for neurological patients which aids them to recover and improve quality of life
Facilitatory techniques
Inhibitory techniques
Split Shifts From Gantt View in the Odoo 17Celine George
Odoo allows users to split long shifts into multiple segments directly from the Gantt view.Each segment retains details of the original shift, such as employee assignment, start time, end time, and specific tasks or descriptions.
How to Show Sample Data in Tree and Kanban View in Odoo 17Celine George
In Odoo 17, sample data serves as a valuable resource for users seeking to familiarize themselves with the functionalities and capabilities of the software prior to integrating their own information. In this slide we are going to discuss about how to show sample data to a tree view and a kanban view.
3. Foundational Concepts
Customers hire products and services
to get functional and emotional aspects of jobs
done.
2. How the job is scoped impacts innovation.
3. Customers define success and failure criteria
for each job (called outcome expectations).
1.
3
6. “The lesson here for the drill manufacturer
is that if they really believe their business is
the manufacture of drills rather
than, say, the manufacture of the means of
making holes in materials, they are in grave
danger of going out of business as soon as
a better means of making holes is
invented, such as, say, a pocket laser.”
6
7. What does the customer need?
Job to be Done
Get somewhere
See clearly
Search for
information
Old Solution
Horse
Glasses
Library*
Newer Solution
Car, plane
Contacts, Lasik
Internet
*Actual example used in the workshop and book
Wear clean
clothes
7
Washing
machine and
detergent
Wait ‘til you hear
this!
8. Aspects of JTBD
Functional (practical, objective customer requirements)
Emotional (subjective customer requirements)
Personal (how customer feels about the solution)
Social (how customer believes he’s perceived by
others while using the solution)
8
9. Shoot for specificity
Solution-neutral
action verb + object of action + (optionally) contextual
clarifier. For example:
Hang a framed print on the wall in my office
Share accurate procedural information with work colleagues
Listen to music while working out
Entertain my young children on long weekends
Get away from work during my lunch hour
9
10. Write a job statement
Think of a topic from your own work where you might
benefit from creative thinking.
Use the formula, action verb + object of action +
contextual clarifier.
1
10
11. Paradigm Shift
1.
What functional or emotional job to be
done is satisfied by a book? What else
(“out there”/our competitors) also
satisfies that same need?
2.
Segment customers by
JTBD/outcomes, not by demographics
or products. What would this mean?
11
13. Ensure that the innovation opportunity is
effectively targeted at an actionable level
Solve the right problem
13
14. Go broader or narrower
Example: Increase circulation
Each of these merits different solutions.
•Increase circulation of
children’s items
•Increase circulation of
children’s DVDs
•Increase circulation of
children’s educational DVDs
14
Why are items not
circ’ing?
17. Scoping a JTBD
From Library’s Perspective
Broaden the focus by
asking, “Why do we want to
solve this problem?”
Narrow the focus by
asking, “What is stopping us
from solving this problem?”
Or, “What is the root cause
of this problem?”
17
From Patron’s Perspective
Go higher: Ask the
patron, (higher: fundamental
aim), “Why are you doing
what you’re doing?”
Go lower: Ask the
patron, “What prevents you
from doing it? What are the
obstacles?”
20. Give customers more of what they desire. Determine
20
what is of value to customers.
Each step in a process and each job has OE
attached
Set by the customer
Solution has to meet these parameters.
Metrics: What is acceptable to the patron? How will
we know if we’ve met their needs?
21. Common OE Drivers
Customers often want it faster, cheaper, better.
_________________________________________
Minimize cost
Increase safety
3
Increase flexibility/options
Increase ease of doing a job
Increase speed (minimize time)
Increase quality
(reliability, accuracy, maintainability, consistency/pre
dictability, completeness)
21
22. Two Questions
What to tackle first? For each step in a process
or each outcome expectation, ask the patron:
1. How satisfied are you?
2. How important is this to you?
?
22
?
26. “Humans naturally establish logic
patterns as they process information
over time, so creative thinking
actually becomes unnatural.
The only way to spark it is to move
away from these patterns, and using
random stimulus is one way to do
that.”
4
26
27. 1. Random Stimulus: mayonnaise
2. What comes to mind
when you think of mayonnaise?
3. What does any of the above
have to do with our
JTBD, Increase foot traffic in our libraries?
27
In May I went to a 4.5 day innovation tools and techniques workshop in Denver put on by BMGI. Use handout
Innovation is a 4-phase process, each with its own tools.
Part of Define phase
4 activities today in 90 minutes.Every time you see the *, we’re doing something…except this time!
People don’t want a lawnmower, they want an attractive lawn. Hence, innovative solutions could include slow-growing grass or grass that only grows 2” high. That’s better than a better lawnmower!In his classic article on marketing, Marketing Myopia (1960) Theodore Levitt pointed out that when customers buy 1/4 inch drills what they really want are 1/4 inch holes. As de Chernatony and McDonald point out, “the lesson here…(Creating Powerful Brands p. 4). http://advertisingmodule.wordpress.com/module-notes/week-1/what-do-customers-want/Link to libraries?
Clothes washing (want clean clothes; solution right now is washing machine. In China, spray and hang outside; sunlight causes reaction to clean clothes; Sanyo washer uses sonic vibrations to clean clothes). If clothes physically repelled dirt, could not get dirty then we wouldn’t have to wash them. Special glasses that make others THINK you’re wearing clean clothes.
A main JTBD and related JTBDIf three parts of brain in conflict (reptilian, emotional, intellectual), reptilian wins.If emotional-intellectual conflict, emotional wins. Find intellectual alibi to justify themselves.Goal: meet all layers and jobsFunctional: I need to hang a picture (nail). Emotional: personal: I feel soothed when I look at this picture of the Bahamas. Emotional-social: I feel sophisticated when others remark on my art selection
Can find new JTBD that our existing solution meets. We have open rooms; who needs them? Whose problem would that solve? List a JTBD from patron perspective
DiscussionWhat are our patrons’ jobs to be done? What do they come to us for REALLY? Think beyond our items. Why do they want them? Share what I think patrons come for (entertainment, information). Then who are our competitors (movies, television, crafts)not by adults, teens, children; not by audiobook readers versus DVD patrons versus storytime attendees)
How narrowly or broadly you define the challenge will impact your solutions
Back to our ¼’ drill. Not about making a better drill. What about going broader? Why does the customer want a hole? To insert a screw. Why a screw? Trying to fasten two pieces (say, hinge and wood). What if there was a better way to fasten items together?
What is your perspective? It matters.
Narrower: What’s the root cause of the problem? What’s stopping us from solving this?Broader: Why do we want to solve this problem?
Use the handout. Better to work from the patron’s perspective
Can also be extracted from comments.OE. Nail: Sturdy, not rust, certain length, cheap, not show, must be removable without damageJewelry: silver, under $50, look expensive, match my taste, be unique
In bold are the more common wantsWhy do people go to McDonald’s? Fast and cheap. Not the best food. If want the best food, go elsewhere.
You’ll graph them and this is what you’re looking for: very important to patron and very unsatisfied
Move resources away from over-served? Market view but could it be organizational view?Another tool: Ethnography to watch patrons and askOpportunity score/value quotient
Discovery tool for spawning fresh ideasFree association with a random word or image
Bring dictionary or have a magazine. Open and point.15 minutes to list associations15 minutes for ideas15 minutes to report out
Best resource!
Spoke at CAL, 10/17/2013& deadly sins that keep us from doing our best:Fear of perceived consequence of failureGuardedness: Innovation is a team sport, we need others to keep us focused, mobilized, and engaged.Comfort: you can’t pursue comfort and brilliant work simultaneously