Most of my advice to leaders who want to use innovation to grow their businesses boils down to two things*:
Talk (and listen) to customers
Do something
But what if you don’t want to talk to customers?
After all, talking to customers can be scary because you don’t know what they’ll say. It can be triggering if they say something mean about your product, your business, or even you as a person. It can be draining, especially if you’re an introvert.
Plus, there are so many ways to avoid talking to customers – Send a survey, hire a research firm to write a report, invoke the famous Steve Jobs quote about never doing customer research.
Isn’t it just better to stay tucked away in the office, read reports, state opinions as if they are facts (those opinions are based on experience, after all), and make decisions?
Nope.
It is not better. It is also not safer, easier, or more efficient.
To make the best decisions, you need the best data, which comes from your customers.
But that doesn’t mean you need to talk to them to get it.
The best data
The best data helps you understand why your customers do what they do. This is why Jobs to be Done is such a powerful tool – it uncovers the emotional and social Jobs to be Done that drive our behavior and choices (functional Jobs to be Done are usually used to justify our choices).
But discovering Jobs to be Done typically requires you to talk to people, build rapport and trust in a one-on-one conversation, and ask Why? dozens of times so surface emotional and social JTBD.
Luckily, there are other ways to find Jobs to be Done that don’t require you to become an unlicensed therapist.
Observe your customers
Go where your customers are (or could be) experiencing the problem you hope to solve and try to blend in. Watch what people are doing and what they’re not doing. Notice whether people are alone or with others (and who those others are – kids, partners, colleagues, etc.). Listen to the environment (is it loud or quiet? If there’s noise, what kind of noise?) and to what people are saying to each other.
Be curious. Write down everything you’re observing. Wonder why and write down your hypotheses. Share your observations with your colleagues. Ask them to go out, observe, wonder, and share. Together you may discover answers or work up the courage to have a conversation.
Quick note – Don’t be creepy about this. Don’t lurk behind clothing racks, follow people through stores, peep through windows, linger too long, or wear sunglasses, a trench coat, and a fedora on a 90-degree day, so you look inconspicuous. If people start giving you weird looks, find a new place to people-watch.
Observe yourself
Humans are fascinating, and because you are a human, you are fascinating. So, observe yourself when you’re experiencing the problem you’re hoping to solve. Notice where you are, who is with you, the environment, and how you feel. Watch what you do and don’t do. Wonder why you chose one solution over another (or none).
Be curious. Write down everything you did, saw, and felt and why. Ask your colleagues to do the same. Share your observations with your colleagues and find points of commonality and divergence, then get curious all over again.
Quick note – This only works if you have approximately the same demographic and psychographic profiles and important and unsatisfied Jobs to be Done of your target customers.
Be your customer
What if your business solves a problem that can’t be easily observed? What if you don’t have the problem that your business is trying to solve?
Become your customer (and observe yourself).
Several years ago, I worked with a client that made adult incontinence products. I couldn’t observe people using their products, and I do not have important (or unsatisfied) Jobs to be Done that the products can solve.
So, for one day, I became a customer. I went to Target and purchased their product. I went home, wore, and used the product. I developed a deep empathy for the customer and wrote down roughly 1 million ways to innovate the product and experience.
Quick note – Depending on what’s required to “be your customer,” you may need to give people a heads up. My husband was incredibly patient and understanding but also a little concerned on the day of the experiment.
It’s about what you learn, not how you learn it
It’s easy to fall into the trap of thinking there is one best way to get insights. I’m 100% guilty (one-on-one conversations are a hill I have died on multiple times).
Ultimately, when it comes to innovation and decision-making, the more important thing is having, believing, and using insights into why customers do what they do and want what they want. How you get those insights is an important but secondary consideration.
* Each of those two things contains A TON of essential stuff that must be done the right way at the right time otherwise, they won’t work, but we’ll get into those things in another article
Between theory and practice is a nearly infinite chasm of superficial understanding and unearned confidence. This is no more true than in the case of Jobs to be Done (JTBD), and I can say that with confidence because I spent years in the chasm.
Years.
But I clawed my way up and out and experienced why JTBD is the single most powerful and transformative tool you can use to drive growth.
Want to skip the dive into the canyon and the long slow climb out?
What is Jobs to be Done (JTBD)?
A Job to be Done is a problem that a person is experiencing and/or progress a person wants to make in a given circumstance.
Although the origins of the phrase and theory are up for debate, many people point to Clayton Christensen, author of The Innovator’s Dilemma, as the originator of the phrase. (if you enjoy a good nerd-fight, and who doesn’t, you can read more from each person claiming to be The creator here, here, here, and here)
“The Milkshake Story” is an excellent example of JTBD. You can watch Clay tell it here. Or, remember the first, and still beautifully correct, articulation of JTBD, from a 1923 ad for a plumbing company in Reno, Nevada:
“When you buy a razor, you buy a smooth chin—but you could wear a beard.
When you buy a new suit, you buy an improved appearance—but you could make the old one do.
When you buy an automobile, you buy speedy transportation—but you could walk.
But when you buy plumbing, you buy cleanliness—for which there is no substitute!”
Why is JTBD so amazing?
Jobs to be Done surfaces the Why behind the What.
When you ask, “What do you want?” you’re asking people to define the solution. Whatever they say will be wrong because it is rooted in what exists. That’s why everyone from Henry Ford (supposedly) to Steve Jobs dismissed the usefulness of customer research.
If you ask the wrong question (What do you want?), you’ll get the wrong answer.
When you ask, “Why?” you’re asking people to define the problem. Whatever they say will be right (true) because it is rooted in their experience – the pain, frustration, and annoyance of today’s inadequate solutions.
Once you pair your understanding of why something works or doesn’t work with your knowledge of what is possible (not just what currently exists), then YOU are defining a solution that does its job better than anything else on the market.
When should you use Jobs to be Done?
Always. There is no “wrong” time to use it, and it’s valuable at every step of the innovation process:
Discovery: Identify un- or under-served markets by finding important and unsatisfied JTBD
Ideation, solution development, prototyping, market testing: Assess how well ideas solve important and unsatisfied JTBD and whether people are willing to pay for satisfaction
Post-launch: Understand how JTBD are shifting in importance and satisfaction as new solutions enter the market and change the basis of competition
How to identify Jobs to be Done
Full disclosure, everything that follows sounds simple but is extremely challenging. I’ve trained hundreds of people in this process. 1% immediately do it well. At least 50% never figure it out. The other 49% of us practice every chance we get – from formal qualitative research to casual conversations with friends – and eventually, we get it.
Always start with one-on-one conversations because you don’t know what you don’t know (even if you think you know, trust me, you don’t). You’re going to ask questions that invite people to bare their souls and all of their quirks, and they will. But not if there’s a crowd.
Identify no more than three questions that must be answered by the end of the conversation. Any more than that, you run the risk of the conversation becoming an interrogation, and no one will reveal their quirks and insecurities if they feel interrogated.
Be human. Introduce yourself as a person (where you live, why you’re interested in speaking with them, what interests you about the topic), not as a professional (name, title, serial number). Humans want to connect with humans, not business cards.
Be genuinely interested in the person you’re talking to. Ask them to introduce themselves and chime in when you find a shared interest. People will share more with you if you share with them.
Ask only open-ended questions. People want to share their story. Let them. Don’t rush them. If they start to go off track, gently guide them back. This is about them, not you.
Ask at least two follow-up questions. The first answer is never the real answer. It’s the answer they think you want to hear or the answer that puts them in the best light. Ask, “Why?” Say, “Tell me more.” Encourage with “And what else?” You’ll get the real answer only if you are patient and curious.
Let the silence work for you. Ask the question and then stop talking. Don’t offer potential answers. Don’t explain the question. Just ask and shut up. In more Western cultures, silence is deeply uncomfortable, so people will do almost anything to fill it, including sharing their quirks and baring their souls. Sit and silently count to 8. Most people will start talking by five.
Once you identify Jobs to be Done, usually through approximately 10 JTBD conversations, you know what you don’t know. From here, you can use focus groups to refine your insights, surveys to quantify the market, or ideation sessions to develop solutions.
In conclusion
If you want to cross (or avoid) the chasm between reading about Jobs to be Done and using it as a tool to create value and growth, you’ve got to go beyond theory and DO the work.
As with all new skills, you’ll need to be bad at it before you can be good at it. But with practice, you WILL get good.
You may even use your deep understanding and well-earned confidence to help others make the crossing.
You have the data. You heard everyone’s opinions. Now it’s time to decide.
Which projects get funding?
How will headcount change?
What projects are “deprioritized?”
You know that making tough decisions is the essence of leadership, but you’re starting to wonder if maybe life wouldn’t be a whole lot easier if you just stood up, walked out, and moved to a hut on a remote island and ate mangos and fish the rest of your life.
You make 35,000 decisions each day, and some of those decisions are really tough.
They’re tough because you don’t have enough data to be 100% certain of the answer. Or because everyone has a different opinion on what the correct answer is. Or because the consequences, even if you’re right, are breathtakingly high.
But these aren’t the reasons people struggle, even resist, making decisions. After all, you worked hard to get to a position where you could make these decisions.
Decisions are tough because when you say “Yes” to one thing, you’re saying “No” to something else.
Say No to Loss Aversion
When you say “No,” your brain doesn’t focus on what you gained (clarity, resolution). It focuses on what you lost.
This is called Loss aversion, and it’s a common cognitive bias that leads people to do anything they possibly can to avoid losses. Because when your brain focuses on loss, the pain you feel is twice as intense as the pleasure you feel from what you gained.
That’s why when you choose between two equally strategic projects (because you don’t have the resources to launch both), each projected to generate $100M in revenue, you feel like you lost $200M instead of gaining $100M.
Say Yes to Easier Decisions
You can’t make tough decisions, like stopping projects, easy. But you can make them easier.
1. Communicate how you will decide BEFORE starting any work
“I’ll know it when I see it,” is lazy and selfish. It’s lazy because it shows that you haven’t thought through the issue or understand the implications. It’s selfish because you’re forcing your team into a guessing game in which they must do all the work, hoping that they collect the data you need.
If you know how you’ll make the decision, tell the team, saving them time and energy collecting the inputs you need.
If you think you know how you’ll decide but want to preserve the option to consider other inputs, tell your team, “I expect to make a decision based on x, y, and z, but I’m also open to other factors.”
If you don’t know how you’ll make the decision, maybe the decision doesn’t need to be made.
2. Understand if and how the decision can change
Some decisions are forever, and some can be changed. Getting a tattoo is a Forever Decision (yes, you can have it removed later, but it’s painful, expensive, and time-consuming). Getting a body piercing is a For Now Decision (pull out the stud, and you’re set).
What type of decision are you making? A Forever Decision or a For Now Decision? What would cause you to change your mind if it’s a For Now Decision?
Answering these questions helps everyone understand the stakes and avoid surprise and confusion if something changes. And it takes a bit of pressure off your shoulders, too.
3. Reflect and respect the deadline
If you rush into a decision, you’re more likely to make a superficial or short-sighted decision. If you take too long, you may miss an opportunity.
If you don’t have a deadline to make a decision, give yourself one and stick to it. Yes, the deadline may move back, giving you more time. But it may also move up, giving you less. Hope for the best (more time), plan for the worst (less time), and act with what you’ve got.
Then schedule at least a few days between receiving the needed information and making a decision. Doing so gives you time to reflect, ask questions, and follow up with people. It also gives your brain time to work its magic and produce A-Ha! moments.
What are some of the things you know you should do, but you don’t?
Eat five servings of vegetables each day
Take a multivitamin
Do 10 minutes of cardio daily
Why not?
Vegetables don’t taste as good as pizza.
Multivitamins don’t affect how you feel today (or tomorrow or next month)
You don’t have time for the 45 minutes that 10 minutes of cardio actually takes (changing into workout clothes, doing cardio, showering after)
It’s ok. I get it. Heck, I say all the same things.
What about the other things you know you should do but don’t?
Invest in innovation
Invest regularly, not just when business is good
Invest repeatedly because it’s a key driver of revenue growth and competitive advantage
Guess what, the reasons you’re not doing it are similar to why you’re not eating vegetables, taking a multivitamin, or sprinting through your neighborhood:
Innovation is so much more uncertain and complex than running your day-to-day business
Innovation doesn’t affect your bottom line this quarter (or this year or next)
You don’t have time because you’re focused on putting out fires and operating today’s business
It’s ok. We all get it. Heck, I’m absolutely sure we all have the same reasons.
How to Turn Shoulds Into Dids
What can we do about all this? After all, the first step is acknowledging you have a problem (or, at least, aren’t doing something you know you should).
1. Start Small.
It’s not practical (or yummy) to go from zero servings of vegetables to five, so don’t. Try going from zero to one and find a one you like (not just tolerate).
Same thing with innovation. Don’t go from no investment to standing up an entirely new team in new fancy offices with massive budgets. Find a nagging problem that annoys everyone and, if it can be solved, will produce tangible and meaningful results. Tap a few people to work on it full-time, give them a small budget, and a short timeframe within which to make progress (not solve the entire problem), and check in weekly.
2. Piggyback on another habit
A multivitamin won’t change how you feel today, but it could change how you feel years from today. But trying to remember to take a multivitamin every day is mentally exhausting. So try to work your multivitamin into an already existing daily habit. Do you have prescriptions you take every day? Put the vitamin bottle next to those. Stare at the coffee maker waiting for it to finish? Put the vitamins next to it, so you take them while staring.
Same thing with innovation. You have teams in your organization consistently working to make your products and processes better, faster, and cheaper. Have them teach others how to do what they do. You have business leaders projecting ever-increasing revenue. Ask them to explain what needs to happen to make that growth possible and how it will occur. Then invest in the people, skills, and resources required.
3. Say what you mean (even if it’s super uncomfortable)
If it’s important, you make time. After all, research proves that “I don’t have time” means “it’s not a priority. If having great cardio was really important to me (it is), I would make time to run (I don’t). In other words, great cardio is important, but it’s not a priority (or not a higher priority than binging Stranger Things).
When an innovation team asks for time on your calendar, don’t tell them you don’t have time. Be honest and tell the team they’re not a priority or a lower priority than the other things you’re spending time on. Harsh? Yes. Helpful. Absolutely! This level of honesty gives the innovation team a clear sense of what they’re competing against for scarce resources, the bar they have to clear to rise up your priority list, and a starting point from which to work with you to get what they need in a way that works for you.
You can do it
Shoulds fill our lives. But they’re not all equal and won’t all become dids.
If a should is essential, we’ll find a way to make it happen. It won’t be easy, but it is possible. If a should isn’t essential or as important as other shoulds, it will stay a should.
Maybe that’s ok. Maybe it’s not. Maybe I’ll regret choosing fries over mixed veggies as a side.
As an innovator, this question should trigger your fight, flight, or freeze response.
It is often a genuine question asked by a good-hearted colleague who is motivated by a genuine desire to help.
It can also signal the beginning of the end.
Beware Organizational Antibodies
Thanks to COVID-19, we’ve all (re)learned how our bodies’ immune systems work:
A foreign object (a pathogenic bacteria or virus) enters our bodies, and our immune system rallies a bunch of antibodies to identify the unwanted object and neutralize or destroy it.
Yea! Threat neutralized! We’re safe again!
Thank you, antibodies!
Companies work in much the same way (after all, “corporation” traces its roots back to “corpus,” the Latin word for body)
A foreign object (innovation) enters our company, and our immune system (culture, processes, structures) rallies a bunch of antibodies (rules, metrics, stories) to identify the new object and neutralize or destroy it.
Whether you thank the antibodies or curse them depends very much on your point of view. Either way, you can’t argue that the antibodies did precisely what they are designed to do – keep the company operating efficiently with minimum disruption or distraction.
How to spot Organizational Antibodies
Antibodies always appear in human form, usually as allies like colleagues or bosses, and express themselves in a single statement or question.
Here are the five most common:
1. “Can I offer you a bit of advice?” – The antibody is here to help. It wants to spare you the pain your predecessors endured by passing lessons learned and suggestions to make your innovation more acceptable to upper management. Following their advice will neutralize the innovation, transforming it from “something new that creates value” to “something familiar that feels safe.”
2. “Have you thought about…?” – This is a slightly more aggressive antibody than #1, but it operates similarly. Intending to help, this antibody offers an unsolicited and specific piece of advice. If you take the advice, you face the same risk of neutralization as with #1, but if you ignore it, you risk hearing a very public, “I told you so.”
3. “You should talk to (fill in the blank)” – This is another antibody that wants to help, but not enough to do it. It senses the foreignness of your project, so it doesn’t want to get too involved lest it fails. But it wants to do something, so it can claim involvement if your innovation succeeds. So, it sends you to someone it genuinely believes will be helpful. While it’s certainly important to talk to people throughout the company, beware the run-around that results in all talking and no doing.
4. “I don’t have time right now but let’s talk in a month” – This antibody knows that we’re all time-starved, so we won’t argue with this reason. But “I don’t have time” means “It’s not a priority.” If the project isn’t a priority now, it won’t be a priority in a month. And if the project isn’t a priority, it will be starved of resources and die a slow, agonizing death.
5. “Before I can approve this, I need to see (financials, documentation). I’m just holding you to the same standard I hold other projects to.” – When all other antibodies fail, this one is unleashed. Directly or indirectly, it kills every innovation in the organization. It ignores the fact that new things don’t have historical data. It dismisses analogous innovations as too different to be valid. Anything that can’t be proven to be 100% certain contains some amount of risk. And risk must be destroyed.
How to work with Organizational Antibodies
Antibodies mean well. They genuinely want to help. Even when they’re being tough, they believe they’re being fair. It’s essential to respond with an equal measure of kindness and fairness.
Remember, you can’t stop antibodies. You can only hope to contain them with one (or more) of these approaches:
1. Say “Thank you.” – Don’t try to justify, explain, or convince the antibody that they’re wrong. Simply acknowledge that you heard them and say thank you.
2. Ask if they’re open to discussing their suggestion. – Most antibodies have short memories. Once they give advice, they move on to other things and quickly forget about you. But some don’t. Some return to ask what you did or why you didn’t listen to them. As tempting as it is to launch into an explanation or defense, don’t. Ask them if they’re open to a discussion. If they say “yes,” they just agreed to listen to your explanation and (hopefully) engage in a productive conversation. If they say “no” (usually phrased as “not right now”), then you save everyone time and aggravation.
3. Keep a list of people and when you’ll talk to them – You don’t have to talk to everyone before you start. When you are referred to someone, pause to think about when they will be most helpful – at the start of the project, when you have a specific question, or towards the end when you’re working through operational consideration. Keeping a list of who to talk to and when reassures people that you’re collaborating and helps you manage expectations.
4. Before you start, align on priorities – Ultimately, your boss decides what the priorities are. So, no matter how important or urgent something feels to you, if it’s not important or urgent to her, you won’t get the time, attention, or resources you need. Save yourself time and heartache by understanding the important and urgent priorities and aligning your work to those.
5. Before you start, ask, “What do you need to see to say Yes?” – We live in a world of finite resources, which means that every person and dollar you receive is a person or dollar NOT going to another project. So, before you start, ask what the decision-maker needs to make decisions. Suppose the requests are unreasonable (like a 5-year NPV approved by Finance before you even have a proof of concept). In that case, you can try negotiating for more reasonable expectations or shift your focus.
Organizational Antibodies exist in every organization. It’s only a matter of time before they appear and even swarm. For the sake of your innovation efforts and your company’s long-term growth, stay vigilant and have a plan to work with them. It’s how you’ll keep innovation alive.
In Part 1, you learned the What, Why, and How of 5 popular Innovation Frameworks – Human-Centered Design (also known as Design Thinking), Systemic Design, User-Centered Design, Lean Start-up, and Agile.
But as anyone who grew up in the 1980s and watched G.I. Joe will tell you, knowing is half the battle.
The other half is doing. More specifically, doing the right thing at the right time.
This brings us to Part 2 – the When of our 5 Innovation frameworks.
The Innovation Process
Before we get into the specifics of when to use each framework, let’s get clear on the activities that need to happen and the order in which they need to happen. In other words, we need to define an Innovation Process.
I know that sounds like an oxymoron. After all, you know that innovation is not a linear process. At best, it’s iterative. Usually, it looks and feels like this:
But you also know that this image doesn’t inspire confidence in senior leaders because it looks like chaos and doesn’t haven’t a timescale.
So to make the process more palatable to the powers that be, the Innovation Process is often shown as linear. Something like this:
Of course, that means that we, the innovators, must explain that the work isn’t, it’s an infinite loop with exit points at each step, and not every project can or should complete all the steps. It’s not perfect, but it serves its purpose (reassure senior leaders that we have a plan), so we’ll use it to help guide us to when to use each Innovation Framework.
Frameworks in the process
Now that we know the basic order in which activities should occur, we can return to our frameworks to determine which ones will best serve us in each step of the process.
“But wait!” some of you may exclaim. “Can’t we use them all?”
You can, but you don’t need to. Human-Centered Design and User-Centered Design are incredibly similar, and trying to use them both is more likely to confuse than clarify the work to be done.
“I knew it!” others will laugh, “that’s why I only use (fill in the framework).”
You can, but you shouldn’t. Every innovation has its strengths and weaknesses. The most successful innovators pull the best approaches and tools from each framework into their process.
Here’s how I think things fit together:
How to Interpret: The thicker the colored band in a column, the better suited the Innovation Framework is for the phase in the process. For example, Human-Centered Design is excellent for Diagnose, Design, and Develop phases, useful in De-Risk, and ok in Deliver. In contrast, Agile is not at all suited for Diagnose and Design but is excellent for De-Risk and Deliver.
In Diagnose and Design, lean heavily on Human-Centered Design because it keeps you open to all the types of people involved in the problem and the solution (not just users). If you’re operating in a complex environment, like healthcare or education, being in Systemic Thinking to make sure you don’t miss non-human elements like regulation, technology, or geopolitical dynamics that could also have a significant effect on the problem and eventual solution
In Develop, start weaving in elements of Lean Startup, especially its focus on building business models and not just individual products or services. Tools like the Business Model Canvas are a huge help here and reveal critical but non-product/service assumptions that need to be tested.
In De-Risk, Lean Startup and Agile become (relatively) interchangeable, so use the language that best resonates within your organization. The key here is to apply the Scientific Method to your solution through rapid prototyping and testing.
In Deliver, you’ve launched your solution, and the goal is to scale. Agile is designed for this, but it’s essential to keep the human/user at the center of continuous improvement efforts.
Popular “Innovation” Frameworks: Now What?
You’re now even more of an expert on five popular innovation frameworks, ready to talk the talk and walk the walk with the best of ’em. Right?
Maybe.
This is all the opinion of one person in a world of experts who think and who do. So what did I miss? What did I get wrong? Drop a comment, and you’ll make us all smarter!
Click here to automatically download the What, Why, How, and When Cheat Sheet
