Jobs To Be Done (JTBD) Workshop

The 'Jobs To Be Done' (JTBD) workshop allows teams to uncover the true needs of their users by identifying the 'jobs' they seek to accomplish with a product. By focusing on these deep motivations, teams can refine their product vision and innovate in a more targeted and effective manner. This serious game emphasises empathy and understanding of users to better meet their expectations.

Walkthrough

1. 1

   Introduction to the JTBD Concept

   15 min

   The facilitator begins by explaining the concept of 'Jobs To Be Done', emphasising the importance of understanding the deep motivations of users. They might say: 'We will explore the jobs our users are trying to accomplish, beyond the apparent features of the product.' Participants are invited to ask questions to clarify their understanding.

   Tip — Use concrete examples of well-known products to illustrate the concept and facilitate understanding.

2. 2

   Identifying Users

   20 min

   Participants are divided into small groups and must identify the different types of users for their product. The facilitator gives the instruction: 'List the different users you can imagine for your product, considering their usage contexts.' Each group then shares its results with all participants.

   Tip — Encourage participants to think of atypical users to broaden the perspective.

3. 3

   Defining the 'Jobs'

   30 min

   Each group chooses a user and identifies the 'jobs' they are trying to accomplish with the product. The facilitator guides: 'For each user, identify the tasks, goals, or problems they wish to solve.' Participants note these jobs on post-its.

   Tip — Remind participants to focus on the 'why' behind each job, not just the 'what'.

4. 4

   Prioritising the 'Jobs'

   20 min

   Groups must now prioritise the identified 'jobs' based on their importance and frequency. The facilitator might say: 'Rank the jobs according to their potential impact on the user and how often they occur.' The results are displayed for collective discussion.

   Tip — Use an importance/frequency matrix to aid visualisation and prioritisation.

5. 5

   Discussion and Synthesis

   25 min

   The facilitator leads a discussion to synthesise the results. They ask questions such as: 'Which jobs are the most critical? How can our product better meet these needs?' Participants discuss the implications for future product development.

   Tip — Encourage participants to think of innovative solutions that could emerge from this new understanding of needs.

6. 6

   Conclusion and Next Steps

   10 min

   The facilitator concludes the session by summarising the key learnings and discussing possible next steps to integrate these insights into the product strategy. They might say: 'How can we integrate these insights into our next phase of development?' Participants are encouraged to propose concrete actions.

   Tip — Suggest planning a follow-up meeting to discuss the implementation of the generated ideas.

Variants

• Use detailed personas to deepen the understanding of users.
• Integrate real user interviews to validate the identified 'jobs'.
• Conduct a brainstorming session for innovative solutions for each priority 'job'.