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Practical Experience with Clayton

Christensen’s Innovation Methodology

JOBS® to be done: add focus on
emotions – the foundation of great
Learning’s from the creation of the Avaya Flare User Experience, the Avaya
Digital Video Device and the related enterprise cloud offer.

Christian von Reventlow

VP New Products at Avaya

This presentation represent my

personal views and opinions – not 1
the views of my employer Avaya
Overview of the Jobs to be done
Methodology to create Innovation
• JOBS® is an acronym for its 4 steps:
– Jobs-to-be-done. Description of the problem to be solved.
Form: (customer) wants to (solve a problem) in (this context).
– Objectives. Criteria customers are using to decide on
solutions. Includes functional objectives (should cost less than
$2) and emotional and social objectives.
– Barriers. Preventing customers to use solutions. According to
Christensen typically functional as “battery life beyond 2
– Solutions. Create a candidate list of different ways the job
could be done. And look for outages of existing solutions.

• JOBS® was invented by Clayton Christensen,
Copyright Christian von Reventlow, 2011,
The context of our experience with the
JOBS methodology
• Goal of the Project Avaya Flare project was to
move Avaya beyond voice.
• ..adding Video Conferencing and Web
Conferencing to the portfolio.

• And we learned users and customers want


Copyright Christian von Reventlow, 2011, 3
Identify the Jobs to be done.
Visited customers and observed users during virtual conferences (Voice,
Video and Web conferences):
• Found its key to observe the preparation phase of the conferences as
well as the activities after the conference.
• Captured observations in the form: person x wants to solve problem y in
context Z. Examples:
– "Team lead" wants to "exchange information as effective as possible" in the
"distributed team" context
– "Sales person" wants to "have the latest up to date information on the calling party
as fast as possible" in the "inbound call" context
– "Project team members" want to "share documents and edit them collaboratively as
effective as possible" in the "distributed team" context.
• Learned that “saving time” and getting “related information” are key
elements. These findings are crucial for the next step: Objectives.
=>Thus in addition to Christensen’s method we suggest: create a list
of objectives when writing the Jobs-to-be-done.

Copyright Christian von Reventlow, 2011,

Adding a new step: Show and tell to
learn emotions make great products
• Goal of the Avaya Flare project was to create a great
• Asked participants to bring products they really loved to
Show and tell session. People brought woodworking
tools, Iphone’s,..
• Learning’s: A great product
– Is multifunctional and simple
– Makes your eyes shine (note this is emotional)
– Feels good (note this is emotional)
– One can learn how to use it in less than 5 seconds. Means
instant gratification (note this is emotional)

=> Emotions make a great product.

Copyright Christian von Reventlow, 2011,
Objectives: Found functional
objectives were simple
• 100% of users are looking to save time.
• 100% of users are looking to get background information to
the various tasks at hand
• 50% of users believe improved collaboration across
geographically dispersed teams is one of the top benefits
• 50% of users believe enhanced employee mobility is one of
the top 3 benefits
• 40% of users believe reduced costs is one of the top benefits
• 35% of users believe integration access to multiple
communications applications is one of the top benefits

• 100% believe Satisfying the enterprise security, reliability and

management requirements are a necessity.

Copyright Christian von Reventlow, 2011,

Soft Objectives – key for
success: Emotional & Social.
• Emotional objectives
– Innovators & Early adopters (16%) - show they are thought
– Make it safe for the early majority (34%) to use the product.
Specifically for senior executives face loosing is a substantial issue
– I don't want to waste time learning - have to get work done.
– Instant gratification when using it - leads to shiny eyes.
– Note we excluded the late majority (34%) and the laggards
(16%) as target customers.
• Social objectives
– For leaders - 50% say: be in control.
– Be connected with the rest of the leadership team
– Allows me to more effectively broaden my network inside the
organization. Add visibility. That makes me more effective and
powerful (that’s emotional again)
– Allows to build a high fidelity network
Copyright Christian von Reventlow, 2011,
Barriers – many of them are
emotional and not functional
• Functional Barriers of current solutions
– 35% of users say the quality/performance of current solution is not good
– 25% of users say current solutions are difficult to use/implement
– 20% of users say costs are too high
– 20% of users see security issues as the barrier in current solutions
• Emotional Barriers
– 39% of users were concerned that its more difficult to multitask in a video
setting – reason one might face boredom.
– 35% raised increased nervousness presenting
– 25% of user were concerned of being controlled
• Social Barriers
– Group adoption is required to make it productive. Late majority and laggards
will only is if the group uses it.
– The leaders need to use it first – that the case in many organizations that
are not “innovators”

Copyright Christian von Reventlow, 2011,

Instead of step 4 solution:
condensed job description
We found that more work is required to create the solutions. Reason: the solutions
need to be sufficiently detailed that you can test them against the objectives and
barriers. Thus instead we created a condensed job description. It served as the focal point
for the next steps:

This is how it read. We want to build:

• An universal tool to collaborate, that saves me time. Universal like the human hand – the
most versatile tool ever invented.
• The tool delivers the contextual background information I need for the job at hand.
• It feels good, makes my eyes shine when I use it and folks can learn it in less than 5
seconds. So its safe to suggest to other to use it.
• We want to make measurable if we are on track. Goal is a Net Promoter Score of 75%
during development.

=> And we succeeded. Avaya Flare made it to the top of the stack of no jitters cool
enterprise products 2010. It consistently rates 8.5+ out of 10 in wow factor and
9+ out of 10 in ease of use. And people get it in 2 seconds – means how it works.

Copyright Christian von Reventlow, 2011,