At the beginning of any new McKinsey client engagement, we were expected to develop a “Day One Hypothesis.” Based on the high-level facts that we had learned within the first 24 hours of the project, we were forced to develop an early hypothesis of what the solution to the client’s problem was.
“Allow your intuition to guide you to a conclusion, no matter how imperfect — this is the ‘strong opinion’ part. Then –and this is the ‘weakly held’ part– prove yourself wrong. Engage in creative doubt. Look for information that doesn’t fit, or indicators that pointing in an entirely different direction. Eventually your intuition will kick in and a new hypothesis will emerge out of the rubble, ready to be ruthlessly torn apart once again. You will be surprised by how quickly the sequence of faulty forecasts will deliver you to a useful result.”
ed Y, responsible… How (process), but can struggle with What and Why. They are usually focused on tasks vs. outcomes. Look out for CVs filled with “managed W, oversaw X, coordinated Y, responsible for Z.” True Product people “delivered W, changed X, generated Y, released Z.”
…r you think you can’t — you’re right.”. If you can’t believe it, it’s probably not going to happen. However, I like to take that one step further and ensure that every action we take is one that assumes the desired outcome is inevitable. Do not make actions that are out of alignment with that inevitability. Do not allow judgements which contradict it. The more evidence you have — and everyone else has — that things will come out as planned, the more likely it will be so.
Besides demonstrating a JTBD well, Andreas’s story also demonstrates that creating a new me (i.e., having a JTBD) is a process. It’s not something that consumers have; it’s something consumers participate in. That’s why it’s called a Job to be Done. A comparable example is falling in love. Falling in love i…