Jobs To Be Done

Jobs to Be Done (JTBD)

Overview

Clayton Christensen's Jobs to Be Done framework states: People don't buy products, they hire them to make progress in their lives. Focus on the job (goal/outcome), not customer demographics or product features. Classic example: "People don't want a quarter-inch drill, they want a quarter-inch hole."

Core Insight

Customers "hire" products to get a job done. Understand the job to build better solutions and identify non-obvious competitors.

Example: Commuters hire podcasts to "make commute productive." Competitor isn't just other podcasts—it's audiobooks, music, phone calls (all do similar job).

JTBD Statement Format

When [situation], I want to [motivation], So I can [expected outcome]

Example: When I'm traveling for work, I want to quickly find healthy food options, so I can maintain energy without wasting time.

Process

Step 1: Identify the Job

Interview customers about moments they decided to buy/use your product. Focus on the circumstance, not the person.

Question: "Walk me through the day you decided to buy this product. What were you trying to accomplish?"

Step 2: Map the Job Statement

Extract: Situation (when), Motivation (want to), Outcome (so I can).

Example: Milkshake study: Parents "hired" milkshakes to "keep kids occupied on long morning commute so they could drive peacefully."

Step 3: Identify Competing Jobs

Who else do customers "hire" for the same job? Includes non-obvious competitors.

Example: Gym membership job: "Feel healthy and confident." Competitors: Fitness apps, diet plans, athleisure clothing (all address same job).

Step 4: Optimize for the Job

Redesign product to better fulfill the job, not just add features.

Example: McDonald's milkshakes: Made thicker (lasted longer commute), easier to buy (drive-thru optimization), added fruit chunks (guilt-reduction for breakfast).

Example Application

Company: Note-taking app struggling with retention

Research: Interview users: "When do you use our app?"

Jobs discovered:

1. "When I'm in a meeting, I want to capture action items, so I can follow up later"
2. "When reading articles, I want to save insights, so I can reference them when writing"
3. "When feeling overwhelmed, I want to brain dump, so I can organize thoughts"

Insight: Three distinct jobs. Current product optimized for none specifically.

Decision: Split into three products or prioritize one job. Choose job #1 (meeting notes), optimize for that.

Outcome: Add meeting templates, integrations with calendar, automatic action item extraction. Retention for "meeting notes" job increases 2x.

When to Use

• Discovering why customers really use your product
• Identifying non-obvious competitors
• Prioritizing feature development
• Entering new markets (understand the job, not demographics)

Anti-Patterns

• ❌ Focusing on demographics ("millennials want...") vs. jobs
• ❌ Asking "What features do you want?" (users describe solutions, not jobs)
• ❌ Treating all use cases as one job (different jobs need different products)
• ❌ Confusing job with task ("I want to click this button" is not a job)

Success Metrics

• Job Completion Rate: % of customers who successfully accomplish the job
• Time to Job Completion: Speed from trigger to desired outcome
• Switching Rate: How often customers "fire" alternatives for your product
• Job Satisfaction Score: How well product delivers on functional + emotional + social dimensions

Integration with Other Frameworks

Combines with:

• Opportunity Solution Trees: Map solutions to job dimensions
• Continuous Discovery Habits: Weekly interviews to uncover jobs
• The Mom Test: Questions that reveal actual jobs, not opinions
• Kano Model: Distinguish must-have job requirements from delighters

Complements:

• Outcome-Driven Innovation (ODI): Tactical implementation method
• Value Proposition Canvas: Map jobs to solutions visually
• User Story Mapping: Structure backlog around job completion

Common Pitfalls

Confusing Tasks with Jobs

Task: "I need to share this file" Job: "When collaborating remotely, I want to coordinate on documents, so we can make decisions without meetings"

Stopping at Functional Jobs

Don't ignore emotional and social dimensions. A gym isn't just hired to "exercise" (functional), but also to "feel accomplished" (emotional) and "be seen as health-conscious" (social).

Treating All Customers as One Job

Different circumstances = different jobs. A person might hire your product for different jobs in different contexts. Don't try to serve all jobs with one solution.

References

• "Competing Against Luck" - Clayton Christensen
• "When Coffee and Kale Compete" - Alan Klement
• Christensen Institute JTBD resources
• StrategyN Outcome-Driven Innovation (Tony Ulwick)
• The Re-Wired Group (Bob Moesta switch interviews)

Related

• continuous-discovery-habits
• opportunity-solution-trees
• mom-test
• user-research-methodologies
• product-strategy
• customer-development
• kano-model
• value-proposition