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In agricultural and agrifood systems, like in many other economic sectors, the main innovation drivers have traditionally been (1) technological advances and (2) research and development. When innovation fails to address the actual needs of clients and end-users, however, satisfaction gaps are created. The result is that investors receive insufficient returns and end-users receive less than expected value. The consequences of failure can be deeper than just financial, however. Successful innovation in agriculture and agrifood systems is critical to secure affordable, nutritious, and safe food for all people. Rapid innovation is needed to address the serious challenge of climate change and to reduce agriculture’s global environmental footprint. The overarching goal of agricultural innovation should be to deliver high value to end-users and improve their quality of life and well-being. To achieve this goal, organizations must first understand the jobs to be done concept for their end-users. They must take into account user satisfaction gaps and frustrations. Understanding user needs is as important as producing technology to finding innovative solutions. This is true around the globe; in industry and public sectors, and in both developed and developing countries. This chapter explains why investing in innovation is very different from succeeding at it. Ultimately, the examples, ideas, and guidelines in this chapter can be brought to bear on agricultural innovation efforts (and any other economic sector), to make them more productive and worthwhile for end-users and investors/funders. The information herein is meant to increase the likelihood of successful innovation efforts at both profit-seeking firms and nonprofit organizations.

La innovación es cada día más relevante para el sector salud ya que su implementación y gestión permite afrontar los múltiples cambios del contexto y mejorar los resultados, tanto de las organizaciones del sector salud, como el bienestar de sus usuarios. El objetivo de este trabajo de investigación es proponer un modelo de gestión de innovación para una institución prestadora de servicios de salud de la ciudad de Medellín, basado en los Jobs to be Done de sus usuarios y pacientes a partir de una metodología cualitativa y exploratoria. En una etapa inicial se realizaron entrevistas a los usuarios y al personal de la Institución. En la segunda etapa, se desarrolló una revisión y análisis de los documentos de la Organización. Los resultados permitieron comprender las verdaderas motivaciones del usuario frente a su salud y por las cuales acude a los servicios de salud. A partir de allí se procedió a realizar la propuesta del modelo de gestión de la innovación que aporte a la materialización de la estrategia de la organización, enfocada en satisfacer las necesidades de su público objetivo y en crecer como Institución. La propuesta integra cuatro grandes ejes: los usuarios, la estrategia, los procesos y las personas de la Organización. Se pretende que la prueba piloto se desarrolle en el Programa Respira, antes de ser acogida por toda la Organización, para tener un aprendizaje que sea insumo para perfeccionar el modelo, debido a las comprensiones que de allí resulten. No es solo mejorar el servicio, es discernir sobre cuáles son los verdaderos progresos de los individuos cuando se enfrentan a la pérdida de su salud., Innovation is increasingly relevant to the health sector, since its implementation and management allow it to face the multiple changes in the context and improve results, both for organizations in the health sector, and the well-being of its users. The objective of this research work is to propose an innovation management model for a health service provider institution in the city of Medellin, based on the Jobs to be Done of its users and patients from a qualitative and exploratory methodology. In an initial stage, interviews were conducted with users and staff of the Institution. In the second stage, a review and analysis of the Organization's documents was developed. The results allowed to understand the true motivations of the user regarding their health and why they go to health services. From there, a proposal of the innovation management model was made that could contribute to the materialization of the organization's strategy, focused on satisfying the needs of its target audience and on growing as an Institution. The proposal integrates four main axes: the users, the strategy, the processes, and the people of the Organization. It is intended that the pilot test be developed in the Program “Respira”, before being accepted by the entire Organization, to have learning that is an input to perfect the model, due to the understandings that result from it. It is not just improving the service; it is discerning what the real progress of individuals is when they face the loss of their health.

Muitas vezes, a criação de produtos digitais tende a priorizar o Design da interface ao invés de focar em como resolver os problemas do usuário. Para realizar uma pesquisa de usuário mais profunda e criar produtos melhores, a metodologia Jobs To Be Done (JTBD) pode ser uma adição viável à caixa de ferramentas geral de UX. Apesar de o framework JTBD já existir há algum tempo, ele ganhou popularidade entre os UX Designers recentemente. No entanto, no momento desta pesquisa, não há pesquisas ou informações suficientes disponíveis sobre como combinar essas metodologias. Portanto, esta pesquisa realizou um estudo comparativo entre a metodologia Jobs To Be Done (JTBD) e a Metodologia UX, a fim de entender se sua fusão é viável e benéfica na realização de User Research. Por meio de uma revisão de literatura seguida de uma pesquisa online, entrevista UX e entrevista JTBD, buscou-se entender as diferenças e semelhanças nas informações obtidas com cada framework. Por fim, com as informações obtidas, aplicamos os resultados a artefatos tangíveis, incluindo uma Análise do Concorrente, Persona do Usuário e Mapa de Jornada do Cliente, a fim de comparar visualmente a metodologia UX com o framework JTBD. Este estudo levou a insights positivos sobre a combinação das metodologias JTBD e UX, pois concluímos que a fusão não é apenas alcançável, mas necessária para a metodologia HCD. As descobertas seriam benéficas para a comunidade de design, bem como para as empresas e instituições que investem no desenvolvimento de software e aplicativos e, mais importante, para o usuário final. Often, the creation of digital products tends to prioritize the Design of the interface instead of focusing on how to solve the user’s problems. In order to undertake deeper User Research and build better products, the Jobs To Be Done (JTBD) methodology might be a feasible addition to the general UX toolbox. Despite that the JTBD framework has been around for a while now, it has gained popularity among UX Designers just recently. Nevertheless, at the moment of this research, there is not enough research or information available about how to combine these methodologies. Therefore, this research carried out a comparative study between the Jobs To Be Done (JTBD) methodology and the UX Methodology, in order to understand if their merge is viable and beneficial in carrying out User Research. Through a literature review followed by an online survey, UX interview and JTBD interview, we sought to understand the differences and similarities in the information obtained with each framework. Finally, with the information obtained, we applied the results to tangible artifacts, including a Competitor Analysis, User Persona and Customer Journey Map, in order to visually compare the UX methodology with the JTBD framework. This study led to positive insights about the combination of JTBD and UX methodologies, as we concluded that the merge is not only attainable but necessary for the HCD methodology. The findings would be beneficial to the Design Community, as well as the companies and institutions investing in software and app development, and most importantly, for the end user.

市場の区別なく、必要とされる人、モノ、金、情報の変化は、速度を増すばかりであり、且つ複雑になるばかりである。そのため、1 つの変化がより多くの市場に影響を与える機会が増えている。これは、エンターテインメント産業も例外ではない。本稿は、技術革新により変化を続ける音楽産業について考究する。具体的には、音楽関係者に対する聞き取り調査を通じて、音楽の権利者と使用者における課題を明確にし、著作権管理事業者の役割について考察する。本稿から、著作権管理事業者である株式会社NexTone の戦略の是非が明らかになる。, Without of distinction of market, development of needed people, goods, money and information are rapidly increasing and complicating. Therefore, it’s growing opportunities to make an impact to more markets by one change. Entertainment Industry is no exception. This report makes researches Music Industry that continues to change by technology innovation. Specifically, it shows clarity the problems for music rights holders and users then researches the role of copyright society, company and/or enterprise. It will become clear whether the strategy of NexTone Inc which is a copyright society, company and/or enterprise is right and wrong.

New product development (NPD) is the key process in every company. It results in innovation, which is driving growth. Key to the company’s longtime survival is finding a way how to manage the NPD process well, how to assure the right products are developed and successfully launched. Agile paradigm is changing the way how products are developed. It is also changing the way how businesses are run. Design thinking and jobs to be done methodologies are becoming part of the new product development process, although their implementation in practice is not as easy as it may seem and is not giving the instant results as many hopes. All these changes are also affecting product managers – who evolved from brand managers of the previous era, but also the developers, with the rise of digital “as a service” economy. The definition of the role of product manager still varies from company to company; even different names are used – product developer, product owner, etc. This thesis explores how are companies in Croatia, specifically in Telco and IT industries, finding their way in new product development trends by adopting a hybrid and agile way of working and focusing on users’ insights with the application of Design thinking and JTBD methodologies. Thesis presents and comments on a case study of the introduction of a real-life hybrid NPD process in a local telco. Research conducted for the thesis found that on average local companies have ~ 60% of successful launches. The research has also found that product managers define success differently, depending on whether they are “technical” or “business” product managers. As key success factors, customers’ insight and product team collaboration are found. Razvoj novih proizvoda i usluga ključni je proces svake kompanije. Njegov rezultat uvijek je inovacija, a upravo inovacija osigurava rast. Ključ dugotrajnog opstanka kompanije je u pronalaženju načina za uspješno upravljanje procesom razvoja novih proizvoda; koji osigurava da se pravi proizvodi razvijaju i uspješno lansiraju na tržište. Agilna paradigma mijenja način na koji se proizvodi razvijaju. Istovremeno, agilni način rada mijenja i načine na koji se kompanije vode. Paralelno s uvođenjem agilnog kompanije traže načine kako da proizvode baziraju na što je moguće više spoznaja o kupcima. Design thinking kao i JTBD (“jobs to be done”) metodologije postaju dijelom procesa razvoja novih proizvoda. Njihova implementacija u praksi, međutim, nije jednostavna, također ove metodologije ne daju instant rezultate. Sve ove promjene u kompanijama utječu na menadžere proizvoda. Oni su evolucijom nastali iz skupine takozvanih menadžera marke s jedne strane, i stručnjaka za razvoj softvera s druge strane. Što je zapravo menadžer proizvoda i koji mu je posao još uvijek ovisi od kompanije do kompanije. Ovaj rad istražuje kako se kompanije u Hrvatskoj, prije svega telekomi i IT industrija, snalaze u novim trendovima u razvoju proizvoda, tako što usvajaju hibridne i agilne načine rade i fokusiraju se na spoznaje o korisnicima, kroz Design thinking i JTBD metodologije. U radu je prikazan i komentiran stvarni primjer uvođenja hibridnog procesa razvoja novih proizvoda u lokalni telekom. Provedeno je istraživanje o razvoju proizvoda, koje je pokazalo je da lokalne telekom i IT kompanije imaju oko 60% uspješnih lansiranja proizvoda. Istraživanje je također pokazalo znatne razlike u definiciji uspješnog lansiranja između “tehničkih” i “biznis” menadžera proizvoda. Kao ključni čimbenici za uspješno lansiranje detektirani su poznavanje korisnika i suradnja tima koji razvija proizvod.

[18] páginas : ilustraciones, gráficos, fotografías Metal Heads Gym es un proyecto que combina la innovación en propuesta de valor con la integración de un sistema de innovación centrado en el usuario en donde la interacción directa y frecuente con el cliente promueve la motivación para cumplir con los objetivos de entrenamiento, asegura que se están superando las expectativas del trabajo para el cual el servicio fue contratado y aumenta la percepción de valor del servicio. La tecnología y la metodología son los dos pilares fundamentales de este proyecto sirviendo como plataformas para entablar la relación con los usuarios. El sistema de innovación fue diseñado usando los principios del design thinking y la teoría de Jobs to be done. La tecnología cumple la función de facilitar y consolidar la relación y el valor del gimnasio con los usuarios mediante el uso de una aplicación móvil, un buzón virtual para aportar ideas y la creación de una comunidad digital. Metal Heads gym is a project that combines value proposition innovation and the construction of an innovation system where the costumer is the center through direct and frequent interaction, promoting and increasing the customer's motivation to achieve their training goals, ensure the satisfaction with the job to be done and increasing the perceived service value. Technology and methodology are the two pillars of this project, serving as platforms to establish relationships with users. The innovation system was designed using the principles of design thinking and the theory of Jobs to be done. Technology fulfills the function of creating the engagement with the customer through the use of a mobile application, a virtual mailbox to provide ideas and the creation of a digital community Especialización Especialista en Innovación y Desarrollo de Negocios