Author Archives: Jim Kalbach

About Jim Kalbach

Head of Customer Success at MURAL

Benefits of Mapping Experiences

Experience mapping is no panacea. It will not provide immediate answers outright. Instead, maps are compelling visualizations that draw others into important conversations about creating value. Your ultimate goal is creating an inclusive dialog within the organization, not simply creating

Benefits of Mapping Experiences

Experience mapping is no panacea. It will not provide immediate answers outright. Instead, maps are compelling visualizations that draw others into important conversations about creating value. Your ultimate goal is creating an inclusive dialog within the organization, not simply creating

Which Maps Do You Really Need?

Mapping Experiences is about possibilities. In it, I highlight many of the existing tools for mapping experiences from different perspectives. Mapping an experience is not a singular activity, and there are many ways to go about it. But with possibility

Which Maps Do You Really Need?

Mapping Experiences is about possibilities. In it, I highlight many of the existing tools for mapping experiences from different perspectives. Mapping an experience is not a singular activity, and there are many ways to go about it. But with possibility

Mapping Experiences Rapidly – Free eBook

Mapping experiences is a broad set of activities that engage others. Though often focused on heavy, upfront research and hi-fidelity visualizations, these need not be the case. The benefits of mapping can be realized in a short period of time—about

Mapping Experiences Rapidly – Free eBook

Mapping experiences is a broad set of activities that engage others. Though often focused on heavy, upfront research and hi-fidelity visualizations, these need not be the case. The benefits of mapping can be realized in a short period of time—about

Combining Mental Model Diagrams and Jobs To Be Done

Jobs to be done and mapping experiences go hand in hand. This is a case study of combining mental model diagrams with jobs to be done.

Combining Mental Model Diagrams and Jobs To Be Done

Jobs to be done and mapping experiences go hand in hand. This is a case study of combining mental model diagrams with jobs to be done.

A Practical Model for Jobs To Be Done (JTBD)

“People don’t want a quarter-inch drill, they want a quarter-inch hole” – Theodore Levitt The concept of jobs to be done provides a lens through which to understand value creation. The approach looks at customer motivations in business settings. The

A Practical Model for Jobs To Be Done (JTBD)

“People don’t want a quarter-inch drill, they want a quarter-inch hole” – Theodore Levitt The concept of jobs to be done provides a lens through which to understand value creation. The approach looks at customer motivations in business settings. The

4 Common Misconceptions about Jobs To Be Done (JTBDs)

The concept of jobs to be done provides a lens through which we can understand value creation. The term was made popular by business leader Clayton Christensen in The Innovator’s Solution, the follow-up to his landmark book The Innovator’s Dilemma. It’s a straightforward principle: people

4 Common Misconceptions about Jobs To Be Done (JTBDs)

The concept of jobs to be done provides a lens through which we can understand value creation. The term was made popular by business leader Clayton Christensen in The Innovator’s Solution, the follow-up to his landmark book The Innovator’s Dilemma. It’s a straightforward principle: people

Find Opportunities with Jobs To Be Done

The famous Harvard professor Theodore Levitt once said: “People don’t want a quarter inch drill, they want a quarter inch hole.” The drill is a means to an end; the goal is making a hole. (Some have even gone further and

Find Opportunities with Jobs To Be Done

The famous Harvard professor Theodore Levitt once said: “People don’t want a quarter inch drill, they want a quarter inch hole.” The drill is a means to an end; the goal is making a hole. (Some have even gone further and