Jackie Wolking & Claire Wescott | February 2019 Strategy Lab - - PowerPoint PPT Presentation
Jackie Wolking & Claire Wescott | February 2019 Strategy Lab Goal + Todays Team Independent schools will make strategic progress . They will solve pressing challenges and seize the right opportunities in order to live into their missions
Jackie Wolking & Claire Wescott | February 2019
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
As a result of today’s presentation, school leaders will:
school's specific parent population and market reality;
control, and brainstorm creative inputs that can lead to new and innovative outputs; and,
school's dynamic environment to build alignment and buy-in among key stakeholders.
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NAIS Strategy Lab | February 2019
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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
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Your Name Your Current School Name + Location Your Job Title Why Attend Today?
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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
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JTBD 1
Help me help my child overcome
JTBD 2
Help me fulfill my child’s potential in a values-aligned community
JTBD 4
Help me realize my plan for my talented child
JTBD 3
Help me develop a well- rounded person who will impact the world
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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
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Two Forces that Promote a New Choice Two Forces that Block Change
NAIS Strategy Lab | February 2019
Struggling Moment
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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
NAIS Strategy Lab | February 2019
Take 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?
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NAIS Strategy Lab | February 2019
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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
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NAIS Strategy Lab | February 2019
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NAIS Strategy Lab | February 2019
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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” Approach Traditional Marketing “Demand-Side” Approach Job-To-Be-Done Marketing
NAIS Strategy Lab | February 2019
17 Market Disconnect - ”The Gap”
JTBD
Parent
Context Struggling Moment Current School Situation
Demand-Side Innovation
The Progress the Parent is Trying to Make
Supply-Side Innovation
What The School Can Deliver School System Resources External Pressures Outcomes & Metrics Work
Design Requirements
NAIS Strategy Lab | February 2019
Follow along on page 9 in your toolkit as we map out a School System and then integrate the JTBD.
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NAIS Strategy Lab | February 2019
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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
Turn to page 10 in your toolkit. 20 minutes of independent work time. 20 minutes to find a partner and share.
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Which JTBD did you focus on and why? Do your metrics align with the parents’ metrics? What new
emerged while mapping this JTBD to your school system? What new resources and work emerged while mapping this JTBD to your school system?
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What new insights emerged as you looked at your school’s system through your selected JTBD?
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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
24 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
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.
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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.
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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
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AC Sessions
Choose Your School ○ Thursday: 11 am - 12 pm
○ Thursday: 1:30 - 2:30 pm
Spring 2019 NAIS Magazine
Website & Email Address
Claire Wescott
Director of Project Management
Tim Fish
Chief Innovation Officer
Jackie Wolking
Director of Innovation Programs
Mark Mitchell
Vice President
NAIS Strategy Lab | February 2019
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NAIS Strategy Lab | February 2019
30 A PROJECT CHARTER IS…
A PROJECT CHARTER IS NOT…
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
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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?
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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?