Little Maps

Last updateApril 2020

2. To Diagnose

To identify some symptoms, which most of the time are not what we initially expected. What is the job to be done? It is not about solving a problem, but about figuring out what to save.

-We start this second stage by ordering the list of data we have gathered so far, which is of three distinct natures: the Territory and Ecosystem where the building is; the Needs and hopes of the people involved in the process; and the Sources (energy, materials and information) available. We keep observing, with our attention on finding what the challenge is. We carefully store all irrelevant information, which might come in handy later on.

This new list will show us some symptoms, that will lead to formulate and prioritise the questions that we will give an answer to in the next stages. To know what is lacking and what is too much. To understand what is enough. What can be reused. What needs to be repaired. What needs to be emptied. What needs to be substituted. What needs to be added. The more we can use from what’s already there, the better.

At this point, the diagnosis allows us to understand whether it is necessary to introduce any changes to the present habitat. If the answer is positive, in the next step we’ll think what and how to do it, following the complex questions so that the answers come naturally. The more simple the materialization of these answers, the better. At the end of this stage we can do a critical synthesis of the initial brief, consistent enough so we can propose eventual modifications to it.




CLAYTON M. CHRISTENSEN, 'The innovator's dilema'. 1997.

(excerpt from a Clay Christensen’s lecture):

We actually hire products to do things for us. And understanding what job we have to do in our lives for which we would hire a product is really the key to cracking this problem of motivating customers to buy what we’re offering.

So I wanted just to tell you a story about a project we did for one of the big fast food restaurants. They were trying to goose up the sales of their milkshakes. They had just studied this problem up the gazoo. They brought in customers who fit the profile of the quintessential milkshake consumer. They’d give them samples and ask, “Could you tell us how we could improve our milkshakes so you’d buy more of them? Do you want it chocolate-ier, cheaper, chunkier, or chewier?”

They’d get very clear feedback and they’d improve the milkshake on those dimensions and it had no impact on sales or profits whatsoever.

So one of our colleagues went in with a different question on his mind. And that was, “I wonder what job arises in people’s lives that cause them to come to this restaurant to hire a milkshake?” We stood in a restaurant for 18 hours one day and just took very careful data. What time did they buy these milkshakes? What were they wearing? Were they alone? Did they buy other food with it? Did they eat it in the restaurant or drive off with it?

It turned out that nearly half of the milkshakes were sold before 8 o’clock in the morning. The people who bought them were always alone. It was the only thing they bought and they all got in the car and drove off with it.

To figure out what job they were trying to hire it to do, we came back the next day and stood outside the restaurant so we could confront these folks as they left milkshake-in-hand. And in language that they could understand we essentially asked, “Excuse me please but I gotta sort this puzzle out. What job were you trying to do for yourself that caused you to come here and hire that milkshake?”

They’d struggle to answer so we then helped them by asking other questions like, “Well, think about the last time you were in the same situation needing to get the same job done but you didn’t come here to hire a milkshake. What did you hire?”

And then as we put all their answers together it became clear that they all had the same job to be done in the morning. That is that they had a long and boring drive to work and they just needed something to do while they drove to keep the commute interesting. One hand had to be on the wheel but someone had given them another hand and there wasn’t anything in it. And they just needed something to do when they drove. They weren’t hungry yet but they knew they would be hungry by 10 o’clock so they also wanted something that would just plunk down there and stay for their morning.

“Good question. What do I hire when I do this job? You know, I’ve never framed the question that way before, but last Friday I hired a banana to do the job. Take my word for it. Never hire bananas. They’re gone in three minutes — you’re hungry by 7:30am. If you promise not to tell my wife I probably hire donuts twice a week, but they don’t do it well either. They’re gone fast. They crumb all over my clothes. They get my fingers gooey.Sometimes I hire bagels but as you know they’re so dry and tasteless. Then I have to steer the car with my knees while I’m putting jam on it and if the phone rings we got a crisis. I remember I hired a Snickers bar once but I felt so guilty I’ve never hired Snickers again. Let me tell you when I hire this milkshake it is so viscous that it easily takes me 20 minutes to suck it up through that thin little straw. Who cares what the ingredients are — I don’t. All I know is I’m full all morning and it fits right here in my cupholder.”

Well it turns out that the milkshake does the job better than any of the competitors, which in the customer’s minds are not Burger King milkshakes but bananas, donuts, bagels, Snickers bars, coffee, and so on.

I hope you can see how if you understand the job, how to improve the product becomes just obvious.


How and when can we start to design?

What can we think of? To live before living.

What can we think of? To anticipate how a place will work, how will people feel in it, how it will age, how it will get better with time.