Thnaks for this, Yetvart. It aligns very closely with the approach I teach.
I use the job story format to express the opportunity hypothesis in a way that it includes the job step, the context, the emotions and the desired outcomes all in one statement. Each element is directly informed by your research.
And yes, there needs to be a prompt for ideation. I also use the "How might we...?" format and generated it directly from the job story.
Thanks, Jim. I’m with you on using job stories to anchor the opportunity hypothesis. They keep the step, context, emotion and outcomes in one line of sight, and they force teams to stay grounded in what users actually struggle with.
Where I see teams drift is right after this point. Without a tight ideation prompt, the un(der)served job gets stretched in every direction or pushed into overengineered concepts. That’s where value gets created that can’t be monetized any time soon. For me, those ideas belong in a backlog, not in the first wave of exploration.
Thnaks for this, Yetvart. It aligns very closely with the approach I teach.
I use the job story format to express the opportunity hypothesis in a way that it includes the job step, the context, the emotions and the desired outcomes all in one statement. Each element is directly informed by your research.
And yes, there needs to be a prompt for ideation. I also use the "How might we...?" format and generated it directly from the job story.
Nice work!
Thanks, Jim. I’m with you on using job stories to anchor the opportunity hypothesis. They keep the step, context, emotion and outcomes in one line of sight, and they force teams to stay grounded in what users actually struggle with.
Where I see teams drift is right after this point. Without a tight ideation prompt, the un(der)served job gets stretched in every direction or pushed into overengineered concepts. That’s where value gets created that can’t be monetized any time soon. For me, those ideas belong in a backlog, not in the first wave of exploration.