Can’t help but wonder whether there are psychological/emotional factors beyond the outdated theory. We’ve had JTBD and customer research gesturing at what you explain for 2 decades and more - and often being ignored.
Maybe the clarity of your explanation will cut through?! On the other hand, we just did an episode about how increased clarity can increase resistance - when people don’t understand it’s often not that they don’t get the concepts, it’s that they can’t countenance the implications. (Ep. 130: The Sinclair Effect and the Winkler Constraint)
Also gotta drop in a note that Taylor seems to have been telling porkies about pig iron, and was at least exaggerating if not inventing the stories that led to the school of business. Not to say he was wrong, just that we need to bring salt.
IMO the problem with lean / JTBD etc. is that they are perceived as niche additions to business theory rather than foundation rewrites (e.g., with lean - it's primarily thought of as a manufacturing thing; with JTBD, it's primarily thought of as a customer research thing)
Yeah I think we agree there. The perception of how any given methodology fits with a particular set of identities is a critical factor in adoption. Along with getting to the right level of abstraction and copy-ability that it can spread.
Agile proliferated mainly through Scrum (rather than XP or RADJAD because Scrum laid out an abstracted, copy-able template – even though most implementations ended up anti-Agility.
As you also pointed out, JTBD and Lean are both difficult to understand and widely misunderstood and misapplied. Heck there are books published about JTBD that completely misunderstand the concept, IMO!
So yeah – maybe your methodology being clearer and harder to misunderstand, along with you showing up with an MBA/business/founder identity will make the difference.
I suspect you're still up against the Sinclair Effect :D
Can’t help but wonder whether there are psychological/emotional factors beyond the outdated theory. We’ve had JTBD and customer research gesturing at what you explain for 2 decades and more - and often being ignored.
Maybe the clarity of your explanation will cut through?! On the other hand, we just did an episode about how increased clarity can increase resistance - when people don’t understand it’s often not that they don’t get the concepts, it’s that they can’t countenance the implications. (Ep. 130: The Sinclair Effect and the Winkler Constraint)
Also gotta drop in a note that Taylor seems to have been telling porkies about pig iron, and was at least exaggerating if not inventing the stories that led to the school of business. Not to say he was wrong, just that we need to bring salt.
IMO the problem with lean / JTBD etc. is that they are perceived as niche additions to business theory rather than foundation rewrites (e.g., with lean - it's primarily thought of as a manufacturing thing; with JTBD, it's primarily thought of as a customer research thing)
Yeah I think we agree there. The perception of how any given methodology fits with a particular set of identities is a critical factor in adoption. Along with getting to the right level of abstraction and copy-ability that it can spread.
Agile proliferated mainly through Scrum (rather than XP or RADJAD because Scrum laid out an abstracted, copy-able template – even though most implementations ended up anti-Agility.
As you also pointed out, JTBD and Lean are both difficult to understand and widely misunderstood and misapplied. Heck there are books published about JTBD that completely misunderstand the concept, IMO!
So yeah – maybe your methodology being clearer and harder to misunderstand, along with you showing up with an MBA/business/founder identity will make the difference.
I suspect you're still up against the Sinclair Effect :D
Yeah I'm mostly screaming into the void
Hey, that void ain’t gonna scream into itself
Ok fine. After I finish this geek fest Warhammer 40k novel, John Seddon it is 😅