Jobs to Be Done

Why do so many innovation projects fail? What are the root causes of failure? How can they be avoided?

Since 1991, Tony Ulwick has pioneered an innovation process that answers these questions. In 1999, Tony introduced Clayton Christensen to the idea that "people have underlying needs or processes in their lives, that they are addressing in some way right now" - an insight that was to become the Jobs-to-Be-Done theory.

For 26 years, Ulwick and his company Strategyn have helped over 400 companies put Jobs-to-Be-Done Theory into practice, with a success rate of 86 percent, a five-fold improvement.

You will learn:

• Why companies fail at innovation and how to avoid critical mistakes
• How to employ the Jobs-to-Be-Done framework to categorize, define, capture, and prioritize customer needs, including the following: the core functional job-to-be-done and desired outcomes, related jobs, emotional and social jobs, consumption chain jobs, and financially desired outcomes.
• A Jobs-to-be-Done growth strategy matrix to categorize, understand, and employ five growth strategies: differentiated, dominant, disruptive, discrete, and sustaining
• Outcome-based segmentation
• Outcome-driven innovation - the tested innovation process that ties customer-defined metrics to the customer's job to be done
• The language of Jobs-to-Be-Done - the syntax and lexicon of innovation

I call him the Deming of Innovation because, more than anyone else, Tony has turned innovation into a science," says the father of modern marketing, Philip Kotler, Kellogg School of Management, Northwestern University