jackie wolking & claire wescott | february 2019...aspirational. since interviews are based on...
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Jackie Wolking & Claire Wescott | February 2019
Strategy Lab Goal + Today’s Team Independent schools will make strategic progress. They will solve pressing challenges and
seize the right opportunities in order to live into their missions and secure sustainable futures.
NAIS Strategy Lab | February 2019 2
Claire Wescott
Director of Project
Management
Jackie Wolking
Director of Innovation
Programs
2
Today’s Learning ObjectivesAs a result of today’s presentation, school leaders will:
● Understand NAIS's Jobs-to-be-Done (JTBD) parent research and strategically discuss their
school's specific parent population and market reality;
● Use a systems thinking framework to analyze forces inside and outside their school's
control, and brainstorm creative inputs that can lead to new and innovative outputs; and,
● Synthesize their insights on whom they serve, what they offer, and how that fits into their
school's dynamic environment to build alignment and buy-in among key stakeholders.
33NAIS Strategy Lab | February 2019
Agenda
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NAIS Parent JTBD 1:15 - 2:00 pm
Designing with JTBD & Systems Thinking 2:00 - 2:45 pm
Systems Thinking & JTBD at your School 2:45 - 3:35 pm
Learnings & Next Steps 3:35 - 4:00 pm
NAIS Strategy Lab | February 2019
Zip Share Introductions
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Your Name
Your Current
School
Name + Location
Your Job Title Why Attend
Today?
NAIS Strategy Lab | February 2019
Agenda
6
NAIS Parent JTBD 1:15 - 2:00 pm
Designing with JTBD & Systems Thinking 2:00 - 2:45 pm
Systems Thinking & JTBD at your School 2:45 - 3:35 pm
Learnings & Next Steps 3:35 - 4:00 pm
NAIS Strategy Lab | February 2019
JTBD Snapshot: Why do parents hire our schools?
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JTBD 1Help me help my
child overcome
obstacles
JTBD 2Help me fulfill my
child’s potential in a
values-aligned
community
JTBD 4Help me realize my
plan for my talented
child
JTBD 3Help me
develop a well-
rounded person
who will impact the
world
NAIS Strategy Lab | February 2019
What is a JTBD?
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The JTBD methodology is based on the core belief that consumers (typically
parents and guardians) do not buy products and brands, but rather
consumers fire & hire candidates (typically schools) to perform a “job”
for them.
The JTBD methodology consists of a series of interviews with consumers who
have recently hired & fired a particular product or its competition. The results of
these interviews are coded and analyzed using cluster analysis in order to
find common patterns of firing & hiring behavior that are observable, not
aspirational.
Since interviews are based on actual behavior, the true hiring & firing
criteria, and are inclusive of the trade-offs consumers made, the JTBD
methodology is better able to identify what is truly important to consumers and
how they behave versus how they “say” they will behave.
NAIS Strategy Lab | February 2019
JTBD: Timeline
9NAIS Strategy Lab | February 2019
JTBD: Forces of Progress
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Two Forces that Promote a New Choice
Two Forces that Block Change
NAIS Strategy Lab | February 2019
Struggling Moment
JTBD: Context is Key
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Functional: What
the product does
Emotional:
How it makes
them feel
Social:
How others
perceive them
A JTBD is the progress that a person is trying to make in
a particular circumstance.
It includes an understanding of the functional,
emotional, & social characteristics of the desired
outcome the person is trying to achieve.
NAIS Strategy Lab | February 2019
ActivityTake 5 minutes to read through the JTBD profiles on pages 3-6 in your toolkit individually.
Once your table is finished, discuss the following questions (found on page 8) for 20 minutes:
Which JTBD does your school serve well?
Which JTBD does your school struggle to serve?
12NAIS Strategy Lab | February 2019
Agenda
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NAIS Parent JTBD 1:15 - 2:00 pm
Designing with JTBD & Systems Thinking 2:00 - 2:45 pm
Systems Thinking & JTBD at your School 2:45 - 3:35 pm
Learnings & Next Steps 3:35 - 4:00 pm
NAIS Strategy Lab | February 2019
IT University Example
14NAIS Strategy Lab | February 2019
University of Phoenix Example
15NAIS Strategy Lab | February 2019
Compare Examples
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Turn & Talk
What differences did
you notice between the
commercials?
Which approach was
more effective?(2 mins)
IT University Example University of Phoenix Example
“Supply-Side” ApproachTraditional Marketing
“Demand-Side” Approach
Job-To-Be-Done Marketing
NAIS Strategy Lab | February 2019
Supply-side vs. Demand-side Innovation
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Mar
ket D
isco
nnec
t -”T
he G
ap”
JTBD
Parent
ContextStruggling
Moment
Current School Situation
Demand-Side InnovationThe Progress the Parent is Trying to Make
Supply-Side InnovationWhat The School Can Deliver
School
SystemResources
External Pressures
Outcomes
& Metrics
Work• Context
• Struggling Moments
• Push & Pulls / Anxieties & Habits
• Functional, Social & Emotional
• Desired Outcomes
• Trade-Offs
Design Requirements
NAIS Strategy Lab | February 2019
Systems Thinking + JTBD
Follow along on page 9 in your toolkit as we map out a School System and then integrate the JTBD.
18NAIS Strategy Lab | February 2019
Agenda
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NAIS Parent JTBD 1:15 - 2:00 pm
Designing with JTBD & Systems Thinking 2:00 - 2:45 pm
Systems Thinking & JTBD at your School 2:45 - 3:35 pm
Learnings & Next Steps 3:35 - 4:00 pm
NAIS Strategy Lab | February 2019
Activity: Your School System + JTBD
Turn to page 10 in your toolkit.
20 minutes of independent work time.
20 minutes to find a partner and share.
20NAIS Strategy Lab | February 2019
Partner Share Out
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Which JTBD did
you focus on and
why?
Do your metrics
align with the
parents’ metrics?
What new
outcomes
emerged while
mapping this
JTBD to your
school system?
What new
resources and
work emerged
while mapping this
JTBD to your
school system?
NAIS Strategy Lab | February 2019
Whole Group Share Out
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What new insights emerged
as you looked at your
school’s system through your
selected JTBD?
NAIS Strategy Lab | February 2019
Agenda
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NAIS Parent JTBD 1:15 - 2:00 pm
Designing with JTBD & Systems Thinking 2:00 - 2:45 pm
Systems Thinking & JTBD at your School 2:45 - 3:35 pm
Learnings & Next Steps 3:35 - 4:00 pm
NAIS Strategy Lab | February 2019
Demand-Side Innovations
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Infuse JTBD language
into everything from
marketing for the event to
the Q&A used during the
event to increase
awareness in the
community and
ultimately improve yield.
Reimagine the Open House Experience
Strategically narrow
which JTBD to serve
to promote
operational
efficiencies and
create a stronger
brand to increase
enrollment pipelines.
Strategic Planning with JTBD
When grading policies
change from lower to
middle or middle to upper
school, use a JTBD lens to
align the supply and
demand-side and combat
a high attrition rate in
these grades.
Redesign Grading Policies
Aligning Hiring Practices
When hiring teachers, look
for alignment between their
values and the JTBD you
serve to facilitate a
stronger culture of
demand-side innovation and
build a collective sense of
empathy for the parents.
NAIS Strategy Lab | February 2019
Strategy Lab Objectives
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Strategy Lab empowers current and future school leaders with resources, experiences, and
networks that:
Enhance their innovation cultures;
Develop their skills for Project Level Innovation Designs (PLID);
Connect innovation designs to their current realities & strategic visions;
Build their schools’ capacity for effective implementation of innovation designs;
and,
Expand their opportunities for cross-school collaboration.
NAIS Strategy Lab | February 2019
Upcoming Strategy Lab Workshops
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March 2019: Charlotte, NC
April 2019: Washington, DC
2019 - 2020 School Year: TBD
2018 - 2019 Past Workshop Locations:
Washington DC, Chicago, + Calabasas, CA
NAIS Strategy Lab | February 2019
Additional Opportunities to Connect
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AC Sessions● Making the Case: Understanding Why Parents
Choose Your School
○ Thursday: 11 am - 12 pm
● NAIS Strategy Lab: Lessons from the Field
○ Thursday: 1:30 - 2:30 pm
Spring 2019 NAIS Magazine● Innovating from the Other Side article
Website & Email Address● Visit http://strategylab.nais.org
● Email us at [email protected] WescottDirector of Project
Management
Tim FishChief Innovation
Officer
Jackie WolkingDirector of Innovation
Programs
Mark MitchellVice President
NAIS Strategy Lab | February 2019
Exit Ticket
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3: Things you learned
2: Questions you have
1: Idea you are excited to put into practice!
NAIS Strategy Lab | February 2019
EXTRAS
Project Charter
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A PROJECT CHARTER IS…● A roadmap to solve a strategic problem● A living document that outlines solutions
A PROJECT CHARTER IS NOT…● Just a task list● The whole answer
YOUR ROLE AS A LEADERSHIP TEAM:
Identify problems
Shape the vision for solving problems
Be the sounding board for the project team
Be the person/team that will help the project lead link learning across teams
YOUR ROLE AS A PROJECT LEAD:
Take the project vision and build tasks for team members
Merge learning from each workstream to build solutions
Work with the leadership team to make sure progress is being made
Work with the leadership team on getting resources to solve strategic problems
YOUR ROLE AS A TEAM MEMBER:
Use your expertise to help the team solve the problem
Do research on ways to solve the problems
Actively try to solve the strategic problem you have been charged to solve
Do the tasks that are assigned
Project Charter
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RESTATE THE PROBLEM
What’s the core problem you are trying to solve and for which JTBD?
POSSIBLE SOLUTION
Focus on an outcome you are hoping to achieve? What resources do you need to add/change to achieve this outcome? What work will result from attempting to achieve this outcome?
CONTEXT Who should be on the team?Leadership Sponsor/Team:
Project Lead:
Team Members:
How will you measure progress in the next 7, 30, 60 days? How and when will you measure success?
Project Charter
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IN SCOPE What activities should be included in this project? What’s achievable?
OUT OF SCOPE What activities should be excluded from this project? What are you NOT going to focus on today or in the near future related to this project?
ASSUMPTIONS What things do you accept as true in relation in this project?
CONSTRAINTS What limitations or restrictions might you encounter when implementing this project?
QUESTIONS TO ANSWER: What questions will the project team need to answer before they can start the work?