Integrating Jobs-to-be-Done in your practice of Product Management | Bob Moesta (Rewired Group)
Apr 13, 2021
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Bob Moesta, Co-architect of the Jobs-to-be-Done theory, discusses the evolution of Jobs-to-be-Done theory, understanding user intent through a Jobs-to-be-Done approach, navigating struggles and needs in product innovation, and revolutionizing sales with Jobs theory in a podcast focused on Product Discovery and UX.
Define outcomes over metrics like weight loss for true success.
Jobs to be Done theory enhances product innovation by understanding customer needs deeply.
Product managers need empathy and integration skills to bridge vision and execution effectively.
Deep dives
Understanding Output vs. Outcome
Distinguishing between output and outcome is vital. While losing weight may be an output to get healthier, the real outcome desired could be skiing with family. It emphasizes the importance of defining the true outcomes over mere metrics like weight loss.
Jobs to be Done Theory
Emphasizing the significance of Jobs to be Done theory for innovation, it guides product development towards understanding customer needs deeply. It shifts focus from mere delivery to creating valuable solutions. The theory evolved from practical methodology to a well-developed conceptual framework over time.
Empathy and Perspective in Product Management
Product managers need skills like empathetic perspective to integrate various viewpoints in decision-making. They act as integrators, bridging strategic vision with execution. Successful product managers focus on uncertainty, focusing more on learning from failures than avoiding them, fostering a culture of continual improvement.
Understanding the Importance of Prototyping and Managing Trade-Offs
Prototyping is not just about verification but also about learning how things really work and exploring various methods. Successful individuals focus on prototyping to learn rather than just to validate. They also understand the significance of managing trade-offs since there is no single ideal solution due to constraints like time and resources, emphasizing the need to identify and prioritize trade-offs to make meaningful progress.
Distinguishing Outputs from Outcomes Through Metrics and Causality
Measuring progress involves differentiating between outputs and outcomes, where the latter represents the real progress individuals aim for. Lead metrics like step counts provide initial insights, while lag metrics such as weight serve as after-the-fact indicators. Understanding causality and causal structures, where product managers delve beyond surface-level descriptions to comprehend underlying causes and effects, is crucial in guiding decision-making and product development.
We're super excited to be launching our new show dedicated to Product Discovery, UX and Jobs-to-be-Done with none other than the inspirational and brilliant Bob Moesta.
I'mjoined by Solène Lagrée and we both have a chat with Bob about JTBD interviews, going from theory to practice and how to integrate JTBD in your product management routines.
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