In the book “Competing Against Luck: The Story of Innovation and Customer Choice” by Harvard Business School professor Clayton Christensen; the core concept of the “Job To Be Done” theory is introduced which is hugely relevant for enterprises wanting to leverage collaborative team work in creating value. The theory stresses that in order to drive organisational product, service and process excellence; we need to focus on alleviating the forces of anxiety, inertia, substitution and resistance across both the customer and employee value chain. Christensen articulates a mechanism to achieve this by firstly creating “specs” that define what outcomes and values are required in order to lead to customers or employees firing old methods, solutions, products and services and adopting new ones. In doing so, the product development team (as an example of a department vested with solving consumer problems) will be satisfied as they have induced consumer adoption either by bringing non-consumption into consuming contexts or working on incremental product and service innovation. Christensen states that “The circumstance is fundamental to defining the job (and finding a solution for it), because the nature of the progress desired will always be strongly influenced by the circumstance”.
This is important as traditionally, managers usually follow one of four primary organising principals in their innovation quest (or some composite therefore) being product attributes, customer characteristics, trends and/or competitive response. The challenge here is that these are not bad or wrong but they are essentially sampling of the most common and are insufficient and therefore not predictive of customer behaviours. In this article, I allude to how the Bioteaming action rules across the Organization, Execution and Connectivity Zone facilitates the dynamics required to solve the ‘job to be done’.
I previously wrote about the most effective communication methodology using pheromone messaging inspired from Nature to identify and augment a robust, team focused unified collaboration system here. In a followup article, I write about how online collaboration tools such as Slack and Microsoft Teams embody the tenets of the pheromone messaging system that Nature has employed to foster effective collaboration and teamwork within their environment. The integration of these virtual collaboration tools leads to the incubation of high performing virtual teams. Through simple changes in mindset and a reconfiguration of existing protocols, organisations can benefit from increased productivity, communication efficiency and trigger serendipitous collaboration within, across and beyond enterprises.
Project and enterprise teams across all organisation types are perpetually exposed to a stream of information flows that ebb the natural tempo of processes, policies, system mechanics, codes of conduct and collaboration protocols. These collectively bring upon the information and knowledge economy and the biggest problem here is that everyone is constantly in flux amidst a conundrum of competing batches of instruction, directives and stimuli whilst being overwhelmed with attention deficits. So how do we nurture distributed and collective intelligence in a setting where directives, knowledge and information are constantly fighting for prioritisation? How do teams effectively manage communication and leverage unified communication platforms to drive smart behaviours that lead to focused outcomes? We do this by looking at how Nature has employed the oldest and most evolved form of biological signalling, using chemicals to communicate through smell and taste, but appropriating it for the organisational context.