Читать книгу The Jobs To Be Done Playbook - Jim Kalbach - Страница 9

The context of business has changed. Consumers have real power: they can research your company’s background, compare customer ratings, and find better alternatives all with a simple tap. Traditional approaches to sustaining an enterprise no longer suffice. Operational efficiency, while important, isn’t enough to survive.

Within this new business landscape, opportunities for growth come from the outside, from beyond the borders of an organization. But despite a clear customer-centric imperative, traditional businesses have largely failed to change how they think about providing value. For one, they are stuck in management theories of the past, favoring unsustainable goals centered on maximizing short-term profit. But they also believe they can create solutions that customers will truly value without their input.

Part of the challenge is that people’s decisions and actions are seemingly unpredictable. Resting your growth strategy on fuzzy concepts like “needs” and “empathy” is daunting. While psychology and other fields have precise definitions of human needs, business does not. As a result, risk-averse organizations struggle to grasp the customer perspective and align to it.

JTBD helps shift a collective mindset, from focusing on the organization and its solution to focusing on customers and their needs. More than a particular method, JTBD offers a way of seeing your markets, your organization, and your strategy. It’s a way of reframing problems and solutions that I refer to as “JTBD thinking” or “jobs thinking” throughout the book.

More importantly, JTBD can help achieve alignment of teams in an organization. The common unit of analysis—the job to be done—provides not only a lingua franca across disciplines, but also fosters a new type of collaboration necessary for today’s fast-paced business world.

In my last book, Mapping Experiences, I talked at length about aligning to the customer experience. In a nutshell, an experience map and related techniques are devices to get that kind of external alignment.

But in order for teams to have their work aligned, they need a shared focal point. JTBD is no silver bullet, but it provides a starting point for tying alignment to the customer with alignment across teams and departments. This approach goes a long way toward speeding up decision-making and reducing coordinate costs.

What’s more, research shows that organizations that involve more of the company are more profitable.⁵ In modern companies, culture and collaboration play an increasingly key role. Jobs thinking informs a broad culture of innovation with a common language and perspective.