Progress Design Map – Visual tool for innovation and JTBD

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The Progress Design Map is the central design tool in the JTBD Innovation Framework.
It translates qualitative customer insights into precise hypotheses, shows the problem-solution fit in each phase of the progress cycle and visualises customer needs.
Product, marketing or strategy teams can thus recognise which solution really fulfils the customer’s job and can prioritise their innovation roadmap based on data.

Introduction: The basic premise of progress

The Progress Design Map is based on the jobs-to-be-done theory, which assumes that people want to make continuous progress. This progress means that they want to complete an existing task or challenge in a specific context better and more efficiently. To achieve this goal, they turn to products, solutions, services or even entire companies. Case studies can be found here.

The progress process takes place in five phases:

1. Passive looking: People perceive their current situation and begin to recognise possible improvements without actively looking for solutions.
2. Active looking: They identify their specific needs and begin to actively search for suitable solutions.
3. Decision: People weigh up different options and choose a solution.
4. First use (or hire) of a different solution: The selected solution is used in practice for the first time.
5. Ongoing use (or hiring) of the new solution: Based on the experience gained from the first use, the new solution is commissioned again.

The Progress Design Map makes it possible to design relevant progress for people in each of these five phases and to compare this precisely with existing, evident research data. Only the most relevant and highly useful data from qualitative research is used to guide the development of the solution in a targeted manner.

1. Structure of the Progress Design Map

The Progress Design Map is divided into four main areas, which together provide a visual representation of the design and innovation process. It builds on the structured data of the Wheel of Progress Canvas, which provides the foundation and sorts the research data into clearly defined groups of elements of progress. The Progress Design Map focusses on the selected, most commercially valuable information.

Upper area – Demand-Side

• Function: Contains the selected research data that has already been structured with the Wheel of Progress Canvas.
• Content: Requirements of the people who have emerged from the qualitative jobs-to-be-done interviews and who offer the highest value for the business.
• Phase-specific data: Specific data from the research is stored in the demand-side area for each of the five phases. This means that different data is selected and displayed in phase 1 than in phases 2, 3, 4 or 5. This phase-specific selection helps the teams to focus better by using only the relevant data for the current phase. Although the data has already been pre-selected and evaluated according to its usefulness for the business, this targeted selection significantly reduces complexity and makes work easier for the design teams.
• Key for data allocation: A key on the progress design map indicates which progress elements are required for which phase. This helps the teams to select and store the right data for the respective phase.

Phase-specific progress elements:

Phase Required data

• Specific data placement in step 1:
• Alternative solutions: Placed on the markers provided in the left-hand area outside the round speech bubble.
• Job-to-be-done: Placed on the markers provided for this purpose in the left-hand area outside the round speech bubble.
• Limiting context: Placed on the markers provided for this purpose in the left-hand area outside the round speech bubble.

Lower area – Supply-Side

• Function: Workspace for creative work.
• Content: Development of hypotheses and measures to fulfil the requirements of the demand side. This area enables providers, i.e. the company that wants to develop further, to provide people with better solutions. Here, the teams can orientate themselves very specifically on the identified requirements and focus their solution development precisely on them. In this way, the creative process follows a clear objective and ensures that the ideas developed meet people’s actual needs.

Central area – Problem Solution Fit (bottleneck)

• Function: Interface where demand and supply meet
• Content: Presentation of the Problem Solution Fit, in which the requirements of the people and the developed solutions are optimally aligned in order to offer real added value. This key bottleneck area optimises the Problem Solution Fit by aligning the solutions developed with people’s needs. This leads to more effective and marketable products that offer the real added value that people are looking for.

Free area – Hourglass with left and right section

• Left page – Round speech bubble:
• Function: Selection and focussing of specific research data from the structured data of the Wheel of Progress Canvas.
• Content: Picking out relevant data that developers, designers and other teams can use as a basis for developing ideas.
• Step 2 Customisation: For all phases except phase 4, an event element is selected from the demand side area and placed in the round speech bubble on the left-hand side of the canvas.

Right page – Trapezoidal speech bubble:

• Function: Comparison of the new solutions with existing alternative solutions from the people’s point of view.
• Content: Ensuring that the solutions developed are superior to existing alternatives and offer real added value. This enables the further development of solutions and the formulation of concrete hypotheses, consisting of clear assumptions, expected results and criteria for verification or refutation. This results in testable and verifiable ideas that can be tested quickly and easily with the help of experiments.

2 Purpose of the Progress Design Map

The Progress Design Map serves several important functions within the innovation process:

• Focussed use of structured research data: It uses the data already structured with the Wheel of Progress Canvas to concentrate on the highest value for the business. This enables focussed use of the most valuable information obtained from the qualitative interviews.
• Promoting creativity and focus: The Supply-Side area enables providers to develop targeted hypotheses and solutions based directly on the identified, valuable needs. This ensures that the solutions developed are precisely tailored to people’s actual requirements.
• Optimising the problem-solution fit: The central bottleneck area optimises the problem-solution fit by matching the solutions developed with people’s requirements. This leads to more effective and marketable products that offer the real added value that people are looking for.
• Development of provable hypotheses: The right-hand section of the hourglass makes it possible to compare the developed solutions and hypotheses with the Demand-Side data and formulate concrete, testable hypotheses. This supports the quick and efficient validation of the developed ideas through experiments.
• Replacement of the Value Proposition Canvas in the JTBD Innovation Framework: Compared to the traditional Value Proposition Canvas, the Progress Design Map provides a more detailed and accurate representation that enables more precise product and value proposition development. This makes it a more powerful tool for the development of user-centred solutions.

3. Categorisation in the Jobs-to-be-done Research and Innovation Framework

The Progress Design Map plays a central role within the overarching Jobs-to-be-done Research and Innovation Framework:

• Utilisation of structured data: It draws on the structured data of the Wheel of Progress Canvas and focuses on the most valuable information that offers the greatest benefit for the business.
• Analysis and pattern recognition: The map supports analysis and pattern recognition by helping to recognise patterns in people’s prioritised needs and translate these into concrete requirements.
• Transition to implementation: It acts as a bridge between structured research and practical implementation in the design and development process and is part of each of our JTBD Customer Insights Sprints. By clearly separating demand-side and supply-side and focussing on the problem-solution fit, the map enables a seamless transition from research to development.
• Management of innovation projects: With its clear structure and focus on the problem-solution fit, the Progress Design Map supports the effective management and implementation of innovation projects. It ensures that the most valuable aspects of people’s needs are taken into account and that the solutions developed are optimally tailored to them.

Specific phase jobs on the demand and supply side

Our basic assumption for the progress design map is that in each of the five phases there is a specific subordinate customer job that always remains the same, regardless of the higher-level job-to-be-done. In this progress cycle, there is the same demand-side phase job and a corresponding supply-side job in each of the five phases. These job pairs help to harmonise the progress design map precisely so that both the business side and the customer side can make relevant progress quickly.

Here is an overview of the specific phase jobs:

These job pairs ensure that the Progress Design Map takes into account both the needs of the people and the goals of the organisation at every stage of the progress cycle and coordinates them optimally.

4. Application of the Progress Design Map with a specific research data set

The practical application of the Progress Design Map takes place in seven concrete steps that ensure that each phase of the progress cycle is used effectively to develop relevant and useful solutions.

Step 1: Selecting the phase to be processed and defining the phase job

Before the process begins, the specific phase of the progress cycle to be worked on is selected. In addition, the specific demand side job for this phase is defined and placed in the centre of the canvas on a post-it, a steady note or a virtual sticky (e.g. in Mural or Miro). This ensures that the two aspects – the phase to be processed and the corresponding phase job – are always kept in view.

Additional placement:

• Alternative solutions: Placed on the markers provided in the left-hand area outside the round speech bubble.
• Job-to-be-done: Placed on the markers provided for this purpose in the left-hand area outside the round speech bubble.
• Limiting context: Placed on the markers provided for this purpose in the left-hand area outside the round speech bubble.

Example: Selection of phase 2 – Active looking

• Demand-side job: ‘Help me identify a new solution that is better for me.’
• Supply-side job: ‘Gaining trust.’
• Documentation: The phase job is stored in the centre of the canvas on a post-it, a statty note or a virtual sticky note.

Step 2: Preparing demand-side data

In the Demand-Side area of the Progress Design Map, the relevant data for the selected phase is retrieved from the Wheel of Progress Canvas. This data is already pre-selected and evaluated according to its usefulness for the business.

Activity:

• For all phases except phase 4: Select an event element from the Event category in the demand side area and drop it into the round speech bubble on the left-hand side of the canvas.
• Objective: To ensure that only the most pertinent information is used in order to reduce complexity and increase focus.
• Phase-specific data: A key on the map shows which progress elements are required for the respective phase (e.g. events, pressure, suction, desired results, undesired results).

Progress elements per phase:

Example: For phase 2, an event is selected from the demand side area and placed in the round speech bubble on the left-hand side of the canvas.

Step 3: Analysing the demand-side data

The data collected is analysed in the demand-side area to understand the specific needs and requirements of people in the selected phase.

• Action: Think about when and where there is a good chance of meeting lots of people who have recently experienced the selected event. Which channel could you use to make contact with these people? Write every idea you can think of on a Statty-Note, a virtual post-it note, and position it in the supply area at the bottom of the canvas.
• Objective: To gain a clear understanding of the current challenges and needs of people in this phase and to identify potential points of contact for making contact.

Example: Analysing the active looking for better solutions and identifying the main criteria that people apply when searching for new solutions, such as efficiency, user-friendliness and costs. Consider where these people are frequently to be found, e.g. online forums, social media, trade fairs.

Step 4: Development of solutions in the supply-side area

In the supply-side area, hypotheses and measures are developed on the basis of the analysed demand-side data with the aim of meeting the identified needs.

• Action: Now select an element from the Forces category that is located in the Demand area. Forces are Push, Pull, Anxiety, Habit and Desired/Undesired Outcome. Place the selected force element in the round speech bubble on the left and move the matching event idea from the Supply area to the right, now in the square speech bubble, where it is refined.
• Objective: To ensure that the solutions developed are directly targeted at the identified forces and thus perform the supply-side job.

PExample: Select Pull as a force element for phase 2, place Pull in the round speech bubble and move the corresponding event idea to the square speech bubble for further refinement.

Step 5: Selecting and focussing the relevant data

The speech bubble on the left-hand side of the hourglass is used to select the specific, prioritised data that is particularly relevant for idea development.

• Action: In the lower supply area, develop ideas on how you could perform the phase job in relation to the element you have just selected from the Forces category in conjunction with the event idea. Write these down on purple Statty Notes or virtual sticky notes. Then place the idea that seems best to you in the square speech bubble to the right of the event idea that is already there.
• Objective: To generate creative and targeted solutions that meet people’s requirements and fulfil the supply-side job.

Example: Development of ideas such as personalised advice, transparent communication or customer ratings to build trust. Selection of the best idea and placement in the square speech bubble.

Step 6: Comparison and formulation of hypotheses

In the right-hand section of the hourglass, the solutions developed are compared with the demand-side data. This involves formulating specific hypotheses consisting of clear assumptions, expected results and criteria for verification or refutation.

• Action: Now refine your ideas by comparing them with the job-to-be-done, the limiting context. Finally, compare them with the competitive solutions and critically check whether your idea is actually capable of beating the competition.
• Objective: To ensure that the solutions are not only creative, but also provable and marketable.

Example: Formulation of the hypothesis: ‘If we offer personalised advice, customer confidence in our solution will increase by 20%.’ Review against competitors: Our personalised advice offers unique added value through individual support, which competitors do not offer.

Step 7: Formulation of test cards

This step describes how the hypotheses can be tested. Test cards are created that contain the following four elements:

1. Describe assumption: ‘We believe that…’
2. Describe what we will do to verify this assumption: ‘To verify this, we will…’
3. Describe what exactly is to be measured: ‘And measure…’
4. Describe at which measured value the assumption is considered confirmed: ‘And at which measured value the assumption is considered confirmed.’

Step 7 also includes the development of various test options in order to identify the best and most cost-effective test methods. The aim is to develop as many different test approaches as possible and prioritise them according to their cost and risk minimisation as well as their speed. This enables an effective selection of tests to be carried out later in the design process.

• Activity:
  • Describe your assumption: Formulate clearly what you believe. Example: ‘We believe that personalised advice increases customer confidence in our solution by 20%.’
  • Describe the verification method: Define how the assumption can be verified. Example: ‘To verify this, we will conduct a survey before and after the implementation of personalised advice.’
  • Describe the measurement: Determine what exactly is to be measured. Example: ‘And measure the change in customer confidence levels in the surveys.’
  • Describe the confirmation criterion: Specify at which measured value the assumption is considered confirmed. Example: ‘And if confidence increases by at least 20%, the assumption is confirmed.’
  • Development of test options: Develop different test approaches to check the assumption. Example: Interviews, A/B tests, pilot projects, online surveys.
  • Prioritise the tests: Evaluate the test options according to cost, time and risk. Example: Start with online surveys (low costs, quick implementation) and plan more complex tests such as pilot projects later.
  • Objective: To create clear and structured test cards that define the way to validate the hypotheses and to develop different testing options in order to select the most efficient and cost-effective tests for later implementation.

5. Exemplary application in a specific phase

Example: Phase 2 – Active looking

1. Selection of the phase and definition of the phase job:

• Phase 2: Active looking selected.
• Demand-side job: ‘Help me identify a new solution that is better for me.’
• Supply-side job: ‘Gaining trust.’
• Documentation: The phase job is stored in the centre of the canvas on a post-it note, a steady note or a virtual sticky note.
• Additional placement: Alternative solutions, the job-to-be-done and the limiting context are placed on the markers provided for this purpose in the left-hand area outside the round speech bubble.

2. Preparation of demand-side data:

• Selection of relevant data from the Wheel of Progress Canvas to active looking for better solutions.
• Phase-specific data: A key on the map shows which progress elements are required for phase 2 (e.g. events, pressure, suction, desired results, undesired results).
• Step 2 Customisation: An Event element from the Event category is selected and placed in the round speech bubble on the left-hand side of the canvas.

3. Analysis of demand-side data:

• Identification of the main criteria that people apply when searching for new solutions, such as efficiency, user-friendliness and cost.
• Grouping data according to relevant patterns to gain a clear understanding of needs.

4. Development of solutions in the supply-side area:

• Development of confidence-building measures such as transparent communication, customer ratings and guarantees.
• Objective: Develop solutions that perform the supply-side job of ‘gaining trust’.

5. Selection and focussing of relevant data:

• Selection of data points that emphasise the importance of trust in the search for solutions.
• Use the speech bubble to select this data specifically for idea development.
• Action: In the lower supply area, develop ideas on how you could perform the phase job in relation to the element you have just selected from the Forces category in conjunction with the event idea. Write these down on purple Statty Notes or virtual sticky notes. Then place the idea that seems best to you in the square speech bubble to the right of the event idea that is already there.

6. Alignment and formulation of hypotheses:

• Alignment of the developed solutions with the demand-side data.
• Formulation of the hypothesis: ‘If we offer personalised advice, customer confidence in our solution will increase by 20%.’
• Action: Now refine your ideas by comparing them with the job-to-be-done, the limiting context. Finally, compare them with the competitive solutions and critically check whether your idea is actually capable of beating the competition.

7. Writing test cards

• Formulate your assumptions and transfer them to a test card. Define how the assumption can be tested, which criteria are necessary for confirmation and which criteria would lead to refutation.
• Develop various test options to validate the assumptions. Prioritise these test options according to cost, time and risk in order to develop an efficient and cost-effective test strategy.
• Objective: To create and prioritise a variety of test options in order to be able to carry out the most suitable and efficient tests later on.

Example:

• Assumption: ‘We believe that personalised advice increases customer confidence in our solution by 20%.’
• Validation method: ‘To verify this, we will conduct a survey before and after the implementation of personalised advice.’
• Measurement: ‘And measure the change in customer confidence levels in the surveys.’
• Confirmation criterion: ‘And if confidence increases by at least 20%, the assumption is considered confirmed.’
• Test options:
  • Online surveys (low costs, quick implementation)
  • A/B tests on the website (medium budget, quick results)
  • Pilot projects with selected customers (higher costs, deeper insights)
• Prioritisation: Start with online surveys and A/B tests before carrying out more complex pilot projects.

Summary

The process of applying the Progress Design Map in seven concrete steps offers a clear and structured method for innovation development, product development and marketing development. (We also convey and teach all of this in our JTBD training courses and workshops). Through the targeted selection, analysis and development of solutions based on the specific phase jobs, the Progress Design Map ensures that both the needs of the people and the goals of the company are optimally considered and fulfilled. This structured approach promotes the development of user-orientated and marketable solutions and makes the Progress Design Map an indispensable tool within the Jobs-to-be-done Research and Innovation Framework.

More about JTBD, phases and channels here: