{"id":3031,"date":"2021-07-20T07:05:34","date_gmt":"2021-07-20T05:05:34","guid":{"rendered":"https:\/\/trellisterium.de\/?p=3031"},"modified":"2022-11-28T15:53:45","modified_gmt":"2022-11-28T13:53:45","slug":"bohrer-loch-bild-an-der-wand-das-prinzip-jobs-to-be-done-jtbd","status":"publish","type":"post","link":"https:\/\/trellisterium.de\/en\/bohrer-loch-bild-an-der-wand-das-prinzip-jobs-to-be-done-jtbd\/","title":{"rendered":"Drill? Hole? Picture on the wall? The Principle of Jobs To Be Done (JTBD)"},"content":{"rendered":"

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Provide what customers want and how they need it. THE decisive success factor. And yet often out of focus. How to deal with that? The best way: Everyone in your company is to turn their attention to the customer. Jobs-to-be-done could be a great help for you.<\/strong><\/div>\n
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Ordered and delivered immediately<\/h2>\n

\u2013 we\u2019ve gotten used to it by now. Only rarely are we reminded of the (good?) old days when things were different.<\/p>\n

And so it\u2019s all over town by now: We are currently changing at breakneck speed from an industrial society of mass production to an industrialized society of individulised services and products.<\/p>\n

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Everyone already has a very concrete idea of what that means<\/h2>\n

after all, we are modern, well-behaved and eager internet consumers with good and bad experiences.<\/p>\n

Nevertheless and surprisingly, once again it is shown that it takes a long time for mass knowledge from individuals to find its way into our organizations and institutions.<\/p>\n

This isn\u2019t necessarily a bad thing. After all, you don\u2019t have to go along with every fashion. In general, it is even intelligent not to fall into fashionable actionism and ask instead: \u201cWhy change something? What in fact?\u201d<\/p>\n

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Yes, why change anything about the way we work together?<\/h2>\n

Or how we look at and run our business? Long before the internet age, there was an answer to these smart questions:<\/p>\n

Because people want satisfactory results. And they want them without hassle.<\/strong><\/p><\/blockquote>\n

The economist Theodore Levitt summarized this simple truth in his famous saying: \u201cPeople don\u2019t want to buy a drill. They want a hole in the wall.\u201d<\/strong>\/1\/<\/p>\n

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This true finding<\/h2>\n

should not have changed since then. But, again, if this has always been the case: Why should we change? Was it not good enough up to now?<\/p>\n

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Photo by the Author<\/figcaption><\/figure>\n
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Despite all the lamenting about competition:<\/h2>\n

producers, trade, politics and public services have had a remarkably free hand in what they do over the last 150 years. This is particularly true when it comes to dealing with consumers. They had a very broad power of supply, and they did not hesitate to play it off mercilessly.<\/p>\n

Even if they wanted to understand that their customers and clients would rather buy a hole IN, or better still, the picture ON the wall \u2013 the drill was on offer. So it was sold.<\/p>\n

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\u201cYou want a picture on the wall? You\u2019re not getting one.\u201d<\/h2>\n

This unappreciative, uncooperative, customer-unfriendly approach was (and still is) rich in tradition. This tradition was and is very well illustrated by the legendary saying of the father of mass production, Henry Ford:<\/p>\n

\u201cEvery buyer can have a car in any color he wants. As long as it is black.\u201d<\/strong>\/2\/<\/p><\/blockquote>\n

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Today, it is no longer so easy to fob off<\/h2>\n

customers in this way.\u00a0Why? Because today there is far-reaching information and market transparency.<\/p>\n

Today, networking business models are possible. Today, these business models can be digitally optimized and secured by algorithms. Today, consumers (us!) have more and more freedom and choice, with which partners, which products, which (digitalized) services we want to try to achieve what we are aiming at.\/3\/<\/p>\n

Especially when new, smart competitors appear on the market who have understood that the wind is blowing completely differently today, this naturally puts pressure on established organizations and institutions. Including those, we work for ourselves!<\/strong><\/p><\/blockquote>\n

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Algorithm Says Hi<\/h2>\n<\/div>\n

So it makes sense to rethink all our activities in these organizations quickly: Unlike in the days of Henry Ford, today it is above all (!) a matter of knowing the customer and his or her wishes, offering the appropriate services and: delivering reliably (!).<\/p>\n

It is about analyzing (Data! Data! Data!), learning and, this time, really working together with the customer.<\/p>\n

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Those who have had this insight<\/h2>\n

can easily despair of the inertia of their own company: \u201cWhy on earth doesn\u2019t anyone realize that something urgently needs to change fundamentally?!<\/p>\n

Despair is unpleasant and usually it serves little purpose. Let us therefore turn to more constructive things. For example, how we can shake up, inspire and motivate our colleagues in the team, department, organization, company:<\/p>\n

Come on, let\u2019s walk real service-oriented paths!<\/strong><\/p><\/blockquote>\n

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\"\"All right: Service now! Ok, but\u2026 HOW?!<\/h3>\n

Let \u201cJobs-To-Be-Done\u201d (JTBD) help you. This framework has its origin (as often) in design, but it can easily be transferred to any other area. Yes, even to entire organizations.<\/p>\n

JTBD is all about thinking and deciding consistently from the customer\u2019s perspective and his\/her needs. Opposing to the thinking of products, services and activities of one\u2019s organization.<\/p>\n

Accordingly, JTBD is based on principles that turn our organizational mindsets quite upside down, e.g.:<\/p>\n