THE UNIVERSAL JOB MAP
Analysis of hundreds of jobs has revealed that all jobs consist of some or all of the eight fundamental process steps: define,
locate, prepare, confirm, execute, monitor, modify and conclude (see the universal job map). This insight is essential for creating a framework around which customer needs (desired outcomes) are gathered. (To learn more about job mapping, see “The Customer-Centered Innovation Map” in the May 2008 issue of the Harvard Business Review.)
Once a job map is created for a specific functional job, desired outcomes are captured for each step in the job map. For any given Job-to-be-Done, we often uncover between 50 and 150 desired outcome statements.
Customers know perfectly well how they measure success when executing a job and are very capable of communicating those metrics—and those metrics, simply put, are their desired outcomes. A corn farmer, for example, may want to “minimize the time it takes for the corn seeds to germinate” or to “minimize the likelihood that the plants fail
to emerge at the same time.”
THE DESIRED OUTCOME STATEMENT
Desired-outcome statements must conform to a specific structure and follow a set of stringent rules. This is necessary because differences in structure, terminology, and syntax from statement to statement can introduce unwanted sources of variability that alter the importance and satisfaction ratings customers give the statements. This in turn will affect the way customers end up prioritizing innovation opportunities.
A desired outcome statement includes a direction of improvement, a performance metric (usually time or likelihood), an object of control (the desired outcome), and a contextual clarifier (describing the context in which the outcome is desired).
“Minimize the likelihood that the music sounds distorted when played at high volume” is one example of an outcome statement related to the job of listening to music.
When creating a desired outcome statement, remember the following structure:
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