F5min book review #21

Anthony Ulwick: Jobs to be Done: Theory to Practice

Fluff Ratio

90%

Value for money

1/10

More than 5 sentences about the book

I purchased this book during a promotion on Amazon for $5.24, and I view it as overpriced, constituting a bad deal. However, I’ve chosen to consider it an investment to explore an example of poor writing. The quality of this book is so subpar that it warrants being criticized openly. As a reader, I feel deceived and offended that someone is selling their marketing material with the promise of expected value.

This book primarily serves as a means to promote Anthony Ulwick’s consulting services to the corporate world and, secondarily, to recruit potential candidates to become ODI (“Outcome-Driven InnovationⓇ”) Practitioners. If you are not a CEO, Chief Product Officer, or someone seeking new roles as a coach or trainer, this book may not be suitable for you. Its genuinely valuable content can be summarized on one page (referenced later) or blog post.

Jobs-to-be-done theory is based on one smart and genius shift in thinking: “People buy products and services to get a job done.” Kindle Location: 546

In essence, this is the essential insight from the book — a crucial reminder that, as product professionals, we tend to overlook. It’s the kind of wisdom that deserves a spot on a sticky note right on the front of our monitors.

I have at least two significant issues with this “book”: the issue lies in the way the book is written; the language itself and then it lacks practical guidance on how to implement the learning. It leaves you without the knowledge needed for execution, compelling you to resort to hiring a consulting company.

Hence, consider my assessment as a critique of the book’s presentation and applicability rather than a critique of the underlying theory. I am attempting to deconstruct this artefact to highlight potential issues.

I faced difficulties reading the book as it seemed to immerse me in a world reminiscent of Donald Trump’s masculinity. The authors lack a humble or modest approach to reality; the entire book is filled with pompous slogans seemingly designed to impress the mentioned CEOs. Here are the samples:

“How to get a handle on customer needs is an unsolved mystery — and that mystery is killing innovation. Before a company can succeed at innovation, managers must agree on what a need is — and the types of needs that customers have. The key to solving this mystery lies in Jobs-to-be-Done Theory.” Kindle Location: 483 (note: bold and italics by authors)

“This is the power of the ODI process. Innovation is transformed from a game of chance to a science when the customer’s desired outcomes (customer metrics) are known in advance of ideation.” Kindle Location: 535

“Jobs-to-be-Done Theory unlocks the mystery that has for decades been clouding the understanding of customer needs. Knowing how to classify all the customer’s needs changes everything.” Kindle Location: 637 (note: bold by authors)

“A company must decide what strategy should be pursued to ensure it wins in the marketplace.” […] “When we use Jobs-to-be-Done Theory to examine product successes and failures, we observe the same phenomenon time and time again: new products and services win in the marketplace if they help customers get a job done better (faster, more predictably, with higher output) and/or more cheaply.” Kindle Location: 642 (note: bold by authors)

“With a complete set of desired outcome statements in hand, a company can gain quantitative insights into its market that were never before possible.” Kindle Location: 956 (note: bold by authors)

“Companies do not lack ideas. They often have thousands of ideas. What they need is insight into the customer’s underserved outcomes. This is what the ODI process provides.” Kindle Location: 1211

“When the entire job-to-be-done is defined and the underserved outcomes are revealed, a company may realize that the only way to satisfy the remaining underserved outcomes is by adding an ancillary service offering. With a list of underserved outcomes in hand, a company can define exactly what value the service offering must deliver.” Kindle Location: 1211

“Jobs-to-be-Done has exploded in popularity as of late. There is a reason for that: it is logical, complete, produces results and provides a mindset and language that the organization can quickly adopt. The decision to adopt a Jobs-to-be-Done mindset has had incredible results for many of the world’s most successful corporations, and Strategyn has led them in their efforts.” Kindle Location: 1,784

“Applying the Outcome-Driven Innovation process changes everything. Your company will dramatically improve its chances for success.” Kindle Location: 1,854

Oh, what a delightfully pompous, slimy, and downright prehistoric language we have the pleasure of wading through. Bravo, Mr. Ulwick, for generously allowing me to draw my own conclusions amidst the labyrinth of your self-praising statements at every turn in the text. Truly, a masterclass in humility.

Next, let’s talk about Jake Knapp’s book Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days. Reading it is like having a cup of coffee — smooth and easy. You can pick up new ideas and even throw a workshop.

Now, let’s shift gears to the ODIⓇ process — it’s a whole different ball game. It’s not a one-person show; it needs your company’s full attention and resources. It’s like a complex puzzle with algorithms and equations. Imagine being a product manager trying to tackle it alone — it’s like trying to lick an ice cream cone through glass.

Here’s the kicker: the ODIⓇ book talks a big game about its “power,” but when it comes to practical tools, it’s like they vanished into thin air. Unlike Jake Knapp, who spills the secrets generously, ODIⓇ leaves you wanting a taste of success like an ice cream cone you can’t quite reach. To make things happen, it looks like your best bet is to either hire the author’s consulting company or join the exclusive club of ODIⓇ Practitioners.

What did I learn?

• Slap a sticky note on your monitor: “People buy products and services to get a job done.”
• Pleased to have the Kindle edition; not a single tree had to be sacrificed for this “project”
• I learned what poor writing looks like; Anthony Ulwick has set a “new standard” in my reviews.
• I took a trip back to the prehistoric era of business book writing.
• Sadly, I learned nothing. Thanks for the absolute lack of enlightenment.

What was missing?

• Where should I even begin…? No, I’ve already invested too much time in reading and writing about this “book”, or rather marketing material.

Favorite quote

“Applying the Outcome-Driven Innovation process changes everything. Your company will dramatically improve its chances for success.“