This is the foundation of the Jobs To Be Done (JTBD) Strategy Lab, which digs into the jobs members are trying to accomplish to help credit unions evaluate member service in a new light. And the lab isn’t afraid to explore the unknown.
For example, during Jeanne D'Arc’s JTBD session, the team considered scenarios in which the member only knows what they don’t want.
“If I’m buying a car, I might know I don’t want a white car or a black car, but otherwise I don’t have a preference,” Bisson says.
So what job is the member doing? Securing reliable, safe transportation at the best price. Understanding this gives the credit union a new lens into helping the member.
Wherever the member is in their journey or “job to be done,” the credit union can now benefit from looking at things from their perspective.
Think. Explore. Change.
According to Bisson, some of the thought-provoking questions posed by Strategy Lab consultants have caused her team to take pause. And in that setting, hesitation is acceptable.
“Unlike a traditional meeting, where we are limited in our discussion or have a tight agenda to move through, Strategy Lab gives us the freedom to think before we answer,” the VP says.
The sessions also give leaders room to think about how they might change their approach in ways that would give members what they are looking for as well as result in organizational growth.
This freedom challenges traditional thinking and teases better questions from leadership teams. In the case of Jeanne D'Arc, it spurred the team to consider how to streamline the flow of information between the front-line and senior team.
What Is Strategy Lab?
Push your leaders to identify topics vital to the institution and engage in discussion rooted in industry data and context. It’s time to think, talk, and act strategically. Contact Callahan to learn more about Strategy Lab and other team learning resources.
“Sometimes we make assumptions based on what we think rather than going to the member, or our own front-line staff, and understanding their experience,” Bisson says. “Our branch and call center staff are the ones having conversations with members every day. They have a wealth of information, but do we ask them to share it? And do they feel comfortable doing so?”
The Next Steps
Jeanne D'Arc has already started putting the JTBD concept to use. For example, it has surveyed members who have a Visa card to learn when they are pulling a card out of their wallet and why they are, or they are not, using the credit union’s card.
“That’s one way we started the process,” Bisson says.
The credit union has also identified a branching problem for an internal team to analyze.
“We opened a branch a few years ago and would like to see more traffic there,” Bisson says. “We’re employing this philosophy to help us take action and uncover the Jobs To Be Done for the residents of this specific town.”
As the team at Jeanne D'Arc charges ahead, Bisson has thoughts for how other credit unions can move forward, too.
“It’s great to focus on the tasks at hand, but it’s more important to make sure we’re focusing on the right tasks,” the senior leader says. “This program helped us ensure we’re headed down the right path. Having the time to share ideas, focus on strategy and interact in a relaxed atmosphere was invaluable.”