" If we want to talk about success, we need to talk about outcomes, not just outputs"

"Most teams in business work to create a defined output. But just because we’ve finished making a thing doesn’t mean that thing is going to create economic value for us. If we want to talk about success, we need to talk about outcomes, not just outputs. And as the world continues to digitize and almost every product and service becomes more driven by (or at least integrated with) software, this need grows even stronger.
...
Most companies manage projects in terms of outputs, not outcomes. This means that most companies are settling for “done” rather than doing the hard work of targeting success."

Trechos retirados de "You Need to Manage Digital Projects for Outcomes, Not Outputs"

Que raio de sistema de gestão...

"You need a progressive segmentation! One-size-fits-all approaches are a waste of time. They mean that you overprice people who don't want to pay for your products and services and that you undercharge people who are deriving considerable value from what you do. You don't know the difference, and that is wasteful and costly. Having a segmentation built around geography and size is not much better, because these distinctions don't reveal much from a value perspective. You need end-user, needs-based segmentation."

Recordar:

• "É o que te chateia, é o que te cria desconforto no trabalho"
• Intercom on Jobs-to-be-Done (parte IV)
• Intercom on Jobs-to-be-Done (parte III)
• JTBD e estratégia
• Intercom on Jobs-to-be-Done (parte I)

Matéria-prima para reler durante viagem de comboio, para preparar sessão de kickoff de um novo projecto de transição ISO 9001:2015.

A transição ISO 9001:2015 na sua empresa não abordou o tema dos clientes-alvo ou do JTBD, ou da segmentação? Não? Que raio de sistema de gestão é que a sua empresa tem?

Trechos retirados de "Dollarizing Differentiation Value: A Practical Guide for the Quantification and the Capture of Customer Value" de Stephan M. Liozu.

Ainda acerca do JTBD

"Experiences and Premium Prices
...
identifying and understanding the Job to Be Done is the foundation, it’s only the first step in creating products that you can be sure customers want to hire. Products that they’ll actually pay premium prices for.
.
That involves not only understanding the job, but also the right set of experiences for purchase and use of that product, and then integrating those experiences into a company’s processes. All three layers - Uncovering the Job, Creating the Desired Experiences, and Integrating around the Job - are critical. When a company understands and responds to all three layers of the job depicted here, it will have solved a job in a way that competitors can’t easily copy."

 Trecho retirado de "Competing Against Luck"

Acerca do JTBD

De "Replacing The User Story With The Job Story" recordo:

Foi desta imagem que me lembrei ao ler "Defining the Customer’s Core Functional Job-to-be-Done":

"Take the customer’s perspective: When defining the core functional job, think about the job from the customer’s perspective, not the company’s.
...
Don’t overcomplicate it: While the Jobs-to-be-Done Needs Framework is multilayered and complex, a functional job statement is not.
...
Leave emotion and other needs out of it: When defining the core functional job make sure it is defined as a functional job, not as a hybrid functional/emotional/social job. A functional job does not have social and emotional dimensions. The emotional and social jobs related to the core functional job are defined in a series of separate emotional job statements.
Also do not include desired outcomes in the functional job statement. They too must be stated separately. So if the job is to “cut a piece of wood in a straight line”, don’t say “accurately, safely and quickly cut a piece of wood in a straight line”. Accurately, safely and quickly vaguely describe outcomes associated with getting the job done.
...
Define the job, not the situation: Do not define the Job-to-be-Done as a situation that a customer finds himself or herself in. Rather define the job around what the customer decides to do in that situation.
...
Define the job statement in the correct format: A job statement always begins with a verb and is followed by the object of the verb (a noun). The statement should also include a contextual clarifier. In the job statement “listen to music while on the go”, the contextual clarification is made by adding “while on the go” to the job statement. Commuters who stop at quick service restaurant on the way to work are trying to “get breakfast while commuting to work” where “while commuting to work” brings needed context to the statement. Keep this format in mind:"

Duas versões diferentes e que merecem reflexão.

Estratégias ajustadas e desajustadas

A leitura de "The Jobs-to-be-Done Growth Strategy Matrix" fez-me voltar a encontrar esta figura:

Que tinha descoberto e referido em "JTBD e estratégia".

O reencontro com a figura fez-me pensar em várias conversas da semana passada:

Os jornais e os media tradicionais em geral, acossados pelos "chineses" da internet, responderam de forma errada querendo actuar como disruptores quando deviam ter apostado na diferenciação para servir os clientes underserved que continuariam a comprar jornais com melhores conteúdos.

O sector do leite protesta contra as importações de leite. O leite importado para Portugal é mais caro que o leite exportado de Portugal, sinal de que os compradores nacionais desse leite importado não encontram cá certos tipos de leite para o qual o preço não é o mais importante.

Muitas mercearias morreram ao longo das últimas duas décadas porque não se definiram, em vez de competir pelo preço com os "chineses" dos hipermercados, podiam ter optado pela diferenciação e especialização ou pela proximidade e relação.

Já o calçado português, incapaz de competir com os chineses genuínos salvou-se optando por estratégias baseadas na diferenciação (moda por exemplo) ou na proximidade/flexibilidade.

Que outros exemplos acrescentaria?

"Many companies fall into the trap of asking consumers"

"It’s assumed that ‘user experience’ is all about a beautiful screen and making sure the buttons are in all the right places. But that has almost nothing to do with getting the experience of using the software right—in the real world where clinicians use it. You can’t do design requirements in a conference room. You have to get out in the wild and live it.”
Many companies fall into the trap of asking consumers what about their current offering they could tweak to make it more appealing. Faster? More colors? Cheaper? When you start with the assumption that you’re just altering what you already have created, or relying on broader industry accepted category definitions, you may have already missed the opportunity to uncover the real job for consumers."

Trecho retirado de "Competing Against Luck".

"É o que te chateia, é o que te cria desconforto no trabalho"

Na semana passada em conversa com empresário sobre as actividades de melhoria que patrocina na sua empresa, apontei esta frase sobre como define melhoria na sua comunicação com os operários:

"O que é melhoria? É o que te chateia, é o que te cria desconforto no trabalho"

Logo na altura sorri ao ouvir a frase porque a associei logo a isto:

"I think I have as many jobs of not wanting to do something as ones that I want positively to do. I call them “negative jobs.” In my experience, negative jobs are often the best innovation opportunities."

Trecho retirado de "Competing Against Luck"

Um exemplo de miopia na vida real (parte II)

Recomendo vivamente a leitura da parte I.

Posso ser um anónimo consultor da província mas costumo falhar menos que os das empresas com muitos zeros antes da vírgula.

"Exoskeletons are wearable robots designed to move or strengthen limbs. Already, lower-body models help paralysis patients in clinics around the world. As long as the devices can continue to shed weight and cost, they should become common as replacements for wheelchairs within five years, says Homayoon Kazerooni, founder of two of the companies below."

Interessante e previsível que estes avanços sejam feitos por outsiders, Os gigantes do sector estão concentrados no produto, na solução, em vez de no JTBD. Imagino-os entretidos em jogadas de consolidação do mercado e em aperfeiçoamentos incrementais da herança.


Trechos retirados de "Robotic Exoskeletons Are Helping People Walk Again"

"it is the situation and not the solution that drives the need for a job"

"Management guru Peter Drucker has said that "The customer rarely buys what the business thinks it sells him". Let’s see what this means by using the JTBD lens.
Consider this story:
A scuba centre advertised its dive-certification course in direct mailing lists purchased from diving magazines.
The assumed JTBD: an aspiring diver wanting to learn diving and having a certificate to prove it at the end.
But after gathering purchase stories from customers, the owner found that many were recently engaged couples planning wedding trips to the Caribbean.
The real JTBD: newlyweds wanting to spend quality time with each other by learning a new skill.
With this knowledge the owner advertised in bridal magazines and saw his classrooms filled during traditionally lull periods.
...
The reason people "rarely buy what the business thinks it sells them" is because it is the situation and not the solution that drives the need for a job. The newlyweds found themselves in a situation where the scuba centre was the best-fit solution for their job.
Note that there could have been substitute solutions—other solutions that could have been hired to do the same job, such as a skydiving centre—but scuba diving centre won, perhaps based on a set of success criteria the newlyweds had for the job."

Trechos retirados de "The Job-To-Be-Done Theory for designers"

"reforça-se ou entra em contradição?"

Isto, "Clarificar o posicionamento", não deixa de estar relacionado com "How to Prioritize Your Company’s Projects":

"Every organization needs what I call a “hierarchy of purpose.” Without one, it is almost impossible to prioritize effectively.
...
Take another real example: a postal service company delivering packages to customers. Like many other postal services, the company has been struggling to survive in an era of increasing competition and digital substitutes. Senior leaders gathered employees together at a series of town hall events where the CEO asked them to focus on two operational priorities: efficiency (reducing delivery times) and customer satisfaction (ensuring customers had a good experience).
.
One employee, Mary, got the message. And it worked fine until she was out delivering packages and was met at the door by an elderly man who asked her to come in and talk for a while. Mary’s natural inclination was to spend a little time with the lonely old man. It would be a kind thing to do, and surely it would also increase customer satisfaction. But then she froze. What about efficiency? If she spent even a few minutes chatting with her customer, her delivery times would suffer. What was she meant to do? Thousands of employees at this company were facing similar trade-offs every day."

Quem são os clientes-alvo?  Quais são os JTBD que a empresa assume como os mais importantes, aqueles em que pode fazer a diferença? A rede de actividades que os suporta reforça-se ou entra em contradição?

Como é que a sua empresa se está a preparar

Primeiro as tendências:

"According to a U.S. Census Bureau report, within the next 15 years, the world will have close to a billion people over the age of 65, and for the first time in human history, people aged 65 and over will outnumber children under age 5 sometime before 2020."

Depois:

"os idosos representarão mais de 30% da população à distância de uma geração,
...
[Moi ici: E algo a fazer pensar no JTBD] Proximidade › Transporte Com constrangimentos de mobilidade, consumidores seniores escolhem fazer compras perto de casa. Até pelas dificuldades com pesos. Preços › Quantidade Constrangimentos financeiros e a menor dimensão dos agregados explicam a opção por menores gastos. Vão mais vezes às compras, mas compram em pouca quantidade e à medida das necessidades Socialização › Personalização Lojas de cidade, de menor dimensão e com maior personalização funcionam melhor junto dos mais idosos."

Como é que a sua empresa se está a preparar para este novo mundo?  Recordar "Push + pull + habit + anxiety" e "O que afasta os clientes".

Trechos retirados de "Idosos são consumidores fiéis e as promoções não os fazem mudar de lojas"

BTW, o texto é algo confuso: começa a sublinhar a relação dos idosos com as marcas brancas e acaba a sublinhar a relação dos idosos com as marcas próprias.

"to create an appropriate model of customer motivation "

"“Solutions come and go, but Jobs largely stay the same.”
...
the main intention of JTBD is to explain what the customer feels like they need to do to make their lives better. Zooming out reveals a more timeless struggle, but it’s vague, while zooming in is a little more granular and actionable, but also a lot more prone to modernization.
.
But the solutions we choose to help us get our jobs done come and go and vary depending on our situation.
...
JTBD is not about an individual. JTBD is about a market opportunity. ... But if there’s a market with that struggle today, it’s a pretty good bet there’s a market of people with that struggle tomorrow and a couple of years from now.
...
when we’re doing our research when we’re trying to apply the theory to innovation, we’re trying to build what I call a vector of progress. The whole idea is that we have to create an appropriate model of customer motivation that helps us predict what customers will buy in the future.
.
This thinking helps us understand what kind of data we need to gather, but also how we should model those data. Once we model those data, we can then figure out how to change the systems customers belong to. Not only that, but  we need a model that helps us change those systems in an evolutionary way. What I mean by that, is that if you don’t think in this evolutionary way, you can get too far ahead of your customers. This is what we call “out innovating” or building products that are ahead of their time."

Trechos retirados de "The North Star of an Enduring Business"

O que afasta os clientes

A propósito desta figura:

Este texto "With Uber and Lyft Nearby, Rental Cars May Be Ripe for a Comeuppance" ilustra muito bem a quantidade de situações que criam ansiedade e podem afastar um cliente.

"Every time I’ve traveled since Lyft and Uber achieved near ubiquity — whether for work or pleasure, trips long or short — I’ve tried my level best to avoid renting a car. And there’s no better way to explain why than to catalog every negative feeling the industry inspires on any given itinerary."

"como antropólogo invisível"

Quem acompanha este blogue sabe o que leio, reflicto e escrevo sobre temas como: jobs to be done, service-dominant logic, interacção, co-criação e customer-centric, só para nomear alguns temas.

Estudo-os, penso neles e tento aplicar o que posso e julgo fazer sentido nas empresas com que trabalho. Faço-o porque acredito que são mais do que mambo-jambo de consultor para enganar empresas.

Confesso que fico algo chocado quando, como antropólogo invisível, entro num bar repleto de comerciais e marketeiros honestos e trabalhadores e a trabalhar em empresas com nome e só oiço uma coisa: empurrar, empurrar, empurrar os produtos que produzimos.

Fugir da conversa de pilha-galinhas

Para quem opera no B2B estes conselhos são importantes:

"Tie investments to outcomes. When you speak about your outcomes, tie the investment they are making to those outcomes. Explain exactly how the greater investment is necessary to producing the greater outcomes. Also, explain how a smaller investment puts those results at risk. Investments equal outcomes.
Help justify your price. If you want to protect your pricing, provide your contacts with the ability to justify the pricing inside their own organization. Give them the tools, the rationale, and the language to speak intelligently as to why your price is the right price to deliver the outcomes they need."

Recordo logo um caso com bombas centrífugas.

Recordo uma espécie de outcomes e outra.

E se ligarmos isto ao JTBD... é traduzir outcomes por progresso.

E se ligarmos isto ao pricing... é traduzir outcomes por value based pricing.

Recordo caso de um vendedor de soluções que tinha sucesso vendendo uma solução mais cara mas que permitia ao cliente menos tempo de paragem, menos transtorno para os clientes do cliente.

E não esquecer o conceito de ecossistema.

Trecho retirado de "How to Avoid the Need to Defend Your Price"

Intercom on Jobs-to-be-Done (parte IV)

Parte I, parte II e parte III.

"Most purchases are made through habit, with no real consideration of alternatives. People order the same type of coffee, in the same coffee shop, every morning, because the cost of reassessing their options every day isn’t worth it. In short people rarely switch, but when they do, there’s an interesting set of dynamics at play. Whether it’s coffee or software most companies take the myopic route, and simply try to make their product look better than everyone else’s. That’s only ever one part of what makes people switch.
.
Switching is also about removing fear or hesitation associated with trying out your product and making sure you remind them of the problems with their current solution.
...
The way you motivate somebody to make a switch is the same for a friendship, a relationship, or a software product – identify the struggling moments your customers are experiencing and build around that. Emphasize why the existing way does not make sense, why it’s safe to switch to your product, and why they don’t need to worry about leaving the existing way behind. If you can solve all those things, you’ll get customers to switch.
...
People don’t hate progress, they just prefer inertia. This stops them from buying your product, even when it’s the logical choice.
...
Switching is a big deal, you see. Customers don’t buy a product, they switch to it from something else. Most businesses try to motivate a switch by having the best design, the best performance, or the most features. That only affects your product quality, one piece of the puzzle."

Intercom on Jobs-to-be-Done (parte III)

Parte I e parte II.

Estou cada vez mais fã deste exercício:

"The push of what is happening currently: “This mattress is pretty
uncomfortable. I’m waking up multiple times in the night with back
pain.”
The pull of a new solution: “If I get a new mattress, I can sleep better.
I’ll be in a better mood at home and at work.”
The anxiety of what could happen: “What if the new mattress turns
out to be just as bad as the old one? I can only try it out for a few
moments in the store.”
The attachment to what you currently have: “I’ve had this mattress
since college.”"

Julgo que é mais rico e intuitivo que:

Trecho retirado de 'Intercom on Jobs-to-be-Done'.

Imagem retirada daqui.

Intercom on Jobs-to-be-Done (parte II)

Parte I.

Continuamos com a série de sublinhados que retirei da leitura inicial de 'Intercom on Jobs-to-be-Done'.

"As Peter Drucker pointed out, the customer rarely buys what the business thinks it sells him. Sometimes the type of customer will define the job they need done. Sometimes the job itself is the only driving factor. It’s often hard to spot the difference.
...
Jobs-to-be-Done gives you a much better lens to think about your true competitors. It gives you the situational context that triggers people to use products.
...
When you’re blinded by thinking your competitors only exist in the exact same tool category you’re in, disruption or destruction will come from oblique angles.
...
So when you’re thinking about competitors, it’s best to ignore product categories and instead ask yourself who else is fighting for that same job.
...
The point is, customers don’t experience your product in a vacuum. They experience it alongside every other product, service, and idea fighting for their attention."

Intercom on Jobs-to-be-Done (parte I)

Uma série de sublinhados que retirei da leitura inicial de 'Intercom on Jobs-to-be-Done'.

"It’s easier to make things people want, than it is to make people want things. The challenge for any company is to understand what products are currently serving those needs, and improve upon that.
...
products don’t match people; they match problems.
.
We learned early the outcome a person wants is much more important than the person themselves.
...
By focusing on the job and the context of customers, you can develop and market products well-tailored to what customers are already trying to do.
...
Some products are better defined by the job they do than the customers they serve.
...
when you’re thinking about competitors, it’s best to ignore product categories and instead ask yourself who else is fighting for that same job."

Depois de ler Alan Klement isto já não é novidade. No entanto, é sempre bom mergulhar neste paradigma que ajuda a olhar para os desafios sob uma nova perspectiva.

JTBD, tão bom (parte II)

6:16 - If there's no struggle there's no progress
6:50 - The struggle is the thing that opens your mind
7:26 - o sumo de 10 entrevistas a quem mudou, porque tinha uma "luta" interior, é mais precioso que mil inquéritos