Jobs theory - post-pandemic behavioural economics; milkshake Innovation..

This ongoing pandemic (endemic..) arrived apropos, has forced humans to adapt in order to survive first, then to ‘live’ with a semblance of new normalcy, let alone thrive. There are basic needs that still need to be met still - not machinate - albeit in “new” ways; feeding families, staying connected to friends and family, and of course thriving at work. Some of these new traits will ‘stick’ and some are transient. Behavioral economics and affective computing are game changers for organisations seeking to preempt hyper fluidity and malleability in consumer preferences/behaviors (biohacking? discombobulating..)- to internalise (and how fast companies can do that, to adapt).?With decades of scrutiny in both academic and practitioner settings, these core tenets of Jobs Theory have emerged as the building blocks of predictable growth. I’ve always had a thing for Jobs theory, after hearing Clayton Christensen - the ‘milkshake’ being ‘hired’ really got me. Here's the theory: https://tinyurl.com/85j54482, and the milkshake: https://youtu.be/Stc0beAxavY. Clay wrote many wonderful/seminal books - probably most well known = The Innovator's Dilemma. It’s apt, it’s almost like Bruce’s Lee philosophy when he came up with Jeet-Kune-Do. Another story, that...In my opinion, Jobs-to-be-Done theory helps rationalise consumer behaviour (yes, we know), but it also somewhat insulates against temporal biases - perhaps why then, the?confluence with FutureBack and synthesising innovation

JOBS-TO-BE-DONE is best defined as a perspective —?a lens through which you can observe markets, customers, needs, competitors, and customer segments differently, and by doing so, make innovation far more predictable and profitable. - Tony Ulwick

The theory is simple/elegant - pièce de résistance- people do not buy products and services; instead, they “hire” them to get jobs done in their lives. A “job to be done” is the problem a particular consumer is trying to solve in a particular circumstance. There's much kerfuffle in this space - innovation, design etc. For example, let’s break it down - there are 3 buckets/types of ‘jobs’ as it were, if we’re simplifying perhaps a tad bit much:?

• Functional aka survival (“put food on the table..”),
• ?Social (“connect to family, friends”), and?
• Emotional (“work life balance, wfh”).?

Jobs aren’t just about function—they have powerful social and emotional dimensions.

People “hire” a solution to their “job” based on how well that solution meets their definition of quality. They “fire” it when it fails to adequately address their problem or as their definition of quality evolves.

Jobs Theory provides a framework for categorizing, defining, capturing and organizing the inputs that are required to make innovation predictable.

Central to jobs theory is that while the job itself does not change, customers will adopt new solutions as their definition of quality evolves and innovators introduce new solutions that target important, previously unsatisfied jobs to be done. Consider, ‘to stay connected’ grandparents had their (grand)children visiting the burbs, their busy children often a hindrance. Then many years Apple intro’ed us to FaceTime. It def wasn’t the first in the market, but it got ‘hired’ by most grandparents bcos it did the ‘job’ better. From then on to ‘stay connected’, grandparents, parents - anyone - was (pleasantly) forced into “hiring” a new solution now places increased importance on ease of use. We can also def relate with the rise of Zoom in 2020, when the pandemic struck - how new products were ‘hired’ to do an increasing plethora of ‘jobs’ previously not thought possible.?

The pandemic has also irrevocably changed how we perceive quality (not past mendacity) - e.g. central kitchens and last mile delivery services especially in the food/services industry (hardest hit arguably). The fine dining establishments are an extreme, yet fascinating case:

a) Functional Job e.g. “Putting food on the table/feeding family”

Private kitchens have really burst into the scene - ex chefs, home cooks, connoisseurs ( a nascent ecosystem ) that has been flourishing. Yes, we the desire to minimise exposure to public spaces, no highfalutin = online grocery/delivery (old news…) but new ‘solutions’ are being hired to fill this ‘job’ - why not enjoy Michelin-grade-home cooked cuisine in the comfort of your home. If you can appreciate, it’s a slight twist to the now classic online delivery/grocery, then central kitchens and delivery to a slightly more refined experience. We see how the same ‘job’ has been solved by adjacent ‘solutions’. Fascinating.

Even solutions themselves have seen sub-jobs they fulfil transmogrify e.g. a year ago, consumers are left jockeying for limited delivery slots (still the case today, but less pronounced - actually that's tablestakes now) vs. variants where self-pickup and other last-mile options come into play. You could say that these undercutting each other - another example Clay helped elucidate, how Toyota back in the 80s entered the US automobile market in Detroit and eventually unseating the Big 3 - they basically worked their way 'up' as the Big 3's captive market receded (here's a good excerpt if you're interested: https://youtu.be/rHdS_4GsKmg). What’s certain is that transparency, trust and convenience in solving for this job will now feature most prominently in the minds of all consumers across the globe. Things will never be the same again, and physical establishments will have to up the ante or the experiential premium (or overhead) on getting us back through their doors.?

b) Social Job e.g. “To be connected to friends & family.”

Since 2020, most of us have stayed at home; some (Asian) countries are still serving partial lock-downs. It’s now endemic. In 2020, the Zoom drinks, game nights etc were still a ‘novelty’; we share live-streams and feeds, group-watching features have proliferated e.g Netflix, Disney+. I personally think we’ve been hyper connected, too connected in fact, bringing about new types of mental health issues. It’s an impending implosion - new norms splicing cultural norms/barriers. Not being able to travel as freely as before, new ‘solutions’ have been hired to solve for (partially) high-empath moments, I call these; events like weddings, births, deaths, memorials; events triggering emotional spikes, when our innate need to connect and support one another is greatest. While physically these events limit the number of attendees, we in fact have more people (previously not accessible perhaps) attending - good or bad? Distance or proximity? We are still grappling with this, our own emotional barometers. While policy reactions to the coronavirus undoubtedly increase physical distance between people, video tools have the potential to effectively decrease social distance.?

c) Emotional Jobs e.g. “To feel satisfied with work/life balance”

The hybrid work environment is here to stay - most would want to be able to work from home/remotely for(ever) -- gone from a distant possibility to a distinct preference; and increasingly more firms are adopting this. In fact, there’s direct causality impacting employee experience - most save at least an hour or two not having to commute (which translates to personal time). There's a lot less skullduggery too, surprisingly.?Because the need to get to work drives many major and minor decisions – where to buy a house, how many cars a family needs, where to eat lunch – industries ranging from real estate to restaurants will likely see a lasting effect from this crisis - but what’s apparent is that the home office/env will prevail. We already see speciality ancillary, accessories e.g. Secretlab taking the lead - but increasingly more pointed ‘services’ will emerge, e.g. work-from-home-packages (bundles of amenities/care pax, connectivity, equipment, and dietary/exercise recommendations) and perhaps even new types of mental/healthcare/employee coverage plans - you see how ecosystems will have to converge differently.

The products that help customers get the job done better. Knowing where customers struggle today to execute the job-to-be-done indicates what a product has to do in the future to win in the marketplace. Jobs-to-be-done theory predicts what products will win in the future.

Opinions, thoughts purely my own - as I always have written, and will always write, my own stuff.