How #JTBD changes #prodmgmt from @thrvapp: 11 Ways to Think Different about Product Management Using Jobs-to-be-Done https://t.co/tijldnLV6c

Most people I talk to who are responsible for creating content that improves the customer experience--from knowledge base to customer education to support ticket responses--struggle to keep the content up to date as the product changes. A solution:

Naming center-left Bari Weiss as CBS Editor-in-chief isn't what you should fear from the Ellisons. It's their extremist goals for centralized government hubs of personal data to power AI thought policing.

It's a great feeling when the team and the customers are aligned on what's inspiring.

We were able to define the new vision, prototype a new product and message that realizes the vision, and test it with customers--in 2 days. The customers were just as inspired as we were, so seems like we're onto something.

Met with an exec team this week and we figured out they're well-positioned to target an extremely inspiring mission (and huge market). Their product already solves urgent problems, but they hadn't laddered it up to a big mission that impacts their message and product.

Don’t believe fake news. I was born in Austria, but I was made in America, and I’d never leave.

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All of this is easier said than done. It requires focus and discipline. Don’t be shy to ask for help. We’re here.

5. Lead demos with the struggles in the job your leads want to overcome. Stop doing product tours for demos. Focus on the part of your product that satisifies the needs for each lead. Only after that, show the other stuff, leaving tables takes for the end (or not at all).

De-prioritize everyone else, they’ll likely cause you to spin your wheels and end up buying nothing or send you to the product team, hat in hand, asking to build features that take the roadmap off strategy.

Prioritize the leads that want to make progress on the job you target and have the problems you solve.

If not, find out. (And make sure you find out for all new leads in discovery.)

4. Review your pipeline for the job and needs. Do you know if the leads in your pipe are urgently trying to improve how they get the job done? Do you know what step they are struggling with that causes them to want to improve?

Get your roadmap focused on the target job and needs from the final research readout You thought it was a great opportunity then. Don't drift! 4 & 5 are for sales teams:

Or do they serve some other job? A job that a small % of loud customers are trying to pull you into serving, a job where you don't think your growth opportunity lies…

3. Get clarity on the needs targeted by your product roadmap. Do the next few feature ideas serve the job you agreed to target?

2. Look on your homepage for mention of your target customer, their Job-to-be-Done and the needs your product already satisfies. Don't see them? Change that!

Make the job and the steps you serve the cornerstone of your messaging strategy–”Hey customer, do you struggle with this job because these steps are hard the way you do it today? We can help you overcome this struggle!”

Bonus points for analyzing the alternative solutions your customers might use for those job steps (your competition) and determining which steps you do faster and more accurately for your customers. Your speed and accuracy on the job steps you serve is your customer value.

1. Now that your JTBD research got your team to agree on your customer's job, the job steps, and their needs, analyze your product for which job steps and needs it serves well.