The Jobs to be Done Framework
As product managers, we're responsible for shipping products that customers love. But how do we deeply understand what our customers actually care about?
After all, many times customers will ask for specific features or capabilities, but they're notoriously bad at predicting what they'll actually use or appreciate. So simply building exactly what customers ask for tends not to yield good business outcomes.
That's where the Jobs to be Done (JTBD) framework comes in. The core insight behind this mental model: customers don't buy products, but instead they "hire" products to get specific "jobs" done in their lives.
In this comprehensive guide, we dive deep into the JTBD framework. We cover:
The foundations of the JTBD framework
How to identify the right customers to study
Techniques for uncovering JTBD
Turning JTBD into compelling products
Pitfalls to avoid when using the JTBD framework
Case studies of JTBD in action
By leveraging the Jobs to be Done framework, we as PMs can craft products that become an indispensable part of our customers' day-to-day lives. Let's begin by discussing the key concepts behind this powerful product management tool.
The foundations of Jobs to be Done
The phrase "Jobs to be Done" was initially coined by Clayton Christensen, a professor at Harvard Business School, in his book The Innovator's Solution.
His core argument: companies tend to segment their markets by customer attributes or product attributes, but this segmentation causes them to miss out on disruptive innovations. That's because this type of segmentation doesn't provide insight into the deeper reasons of why customers make the choices that they make.
Instead, companies should focus on the underlying "jobs" that customers are trying to accomplish in a given circumstance. These jobs can be functional, emotional, or social - so they're multidimensional.
Functional jobs refer to the practical task or goal the customer is trying to achieve, e.g. getting from point A to point B.
Emotional jobs relate to how the customer wants to feel, e.g. peaceful, productive, or in control.
Social jobs represent how the customer wants to be perceived by others, e.g. as successful, conscious, or adventurous.
Together, functional, emotional and social jobs combine into the customer's "job to be done." This job is stable over time, even as new products emerge to address the job in different ways.
For example, consider the music industry. In the past, people "hired" CDs and cassette tapes when they needed to "listen to music on-the-go." Then, MP3 players and iPods came along as hire-able candidates for this job.
Nowadays, people largely hire streaming apps like Spotify and Apple Music for that same job. The job remained constant, even as the solutions evolved.
Similarly, text messaging, phone calls, video calls, email, and in-person conversations are all different solutions that can be hired for the job of "communicate with another person."
The Jobs to be Done framework posits that customers aren't loyal to specific products; they're loyal to getting their job done in the best way possible given their unique circumstances.
Importantly, a customer's job to be done exists independently from any particular solution. So even if a product appears to have no direct competitors, it still must vie with other "candidates" to be hired for the job, including inertia - the customer choosing to do nothing at all to address their job!
That's why the Jobs to be Done framework is so powerful. By uncovering the underlying jobs that customers are trying to accomplish, we can:
Empathize with customers' deeper needs and motivations
Identify competitors beyond our existing industry
Align our teams around delivering customer value
Improve existing solutions to get the job done better
Devise innovative solutions by approaching the job in a new way
But before we can uncover jobs to be done, we first need to decide which customers to study. Studying the wrong kinds of customers can lead us astray.
How to identify the right customers to study
One common pitfall in customer research is to focus too heavily on customers who are highly familiar with your current solutions. These customers tend to ask for features and improvements to your existing products.
While this input can be valuable for incremental enhancements, it often lacks the fresh perspective needed to uncover new jobs to be done and to reimagine how to solve for them.
Instead, the most valuable insights for uncovering Jobs to be Done tend to come from two customer groups:
People who recently purchased your product for the first time
People who recently switched from your product to a competitor
Let's explore why each group yields uniquely valuable insights.
Recent first-time buyers
People who just bought your product for the first time have a unique vantage point. Their decision-making process is still fresh in their minds. They can clearly articulate:
What triggered them to start looking for a solution
Which alternatives they considered
Why they ultimately chose your offering over other options
What reservations or hesitations they had to overcome
How they're measuring success so far
By speaking to multiple recent first-time buyers, we can start to see patterns emerge around the jobs they're hiring our product to accomplish, and how well our product is getting those jobs done relative to competitors.
We want to pay special attention to the "struggling moments" that triggered their search for a solution in the first place. These struggling moments shine a light on the functional, emotional, and social dimensions of their core job to be done.
Recent switchers to a competing solution
On the other hand, people who recently switched away from your product to a competitor provide a different but equally important perspective. They can shed light on:
Which jobs your product was failing to get done well enough
What attracted them to the competing solution
How they would compare the two solutions for getting their job done
What would need to change for them to switch back
Analyzing patterns across a number of recent switchers helps pinpoint where your current product is falling short in nailing the customer's job to be done. It highlights opportunities to improve your product's value proposition.
Furthermore, recent switchers provide a front-row view into how competing solutions are evolving to address these jobs in new ways, which your offering will need to match and exceed.
How many customers should you study?
As a general rule of thumb, you should continue speaking to customers in each group until you stop hearing new information. This tipping point is known as reaching "saturation."
Usually, for each segment studied, 10-15 in-depth interviews will get you to saturation. The exact number depends on the diversity and complexity of your customer base.
Of course, we can't dive straight into the struggling moments with interviewees; we need to put them at ease first by building rapport. A great way to do this is to start interviews with some open-ended background questions, such as:
Tell me a bit about what you do and what your day-to-day looks like.
What are the biggest challenges you face in your role/life currently?
Walk me through a typical day/week and how [product category] fits into that.
These questions serve a dual purpose - in addition to making the interviewee more comfortable, they provide useful context about their circumstances to ground the rest of the conversation.
From there, we can segue into the key things we really want to learn about: their jobs to be done and how they go about hiring solutions for those jobs.
Techniques for uncovering jobs to be done
In the rest of the article, we provide an actionable framework for guiding your customer interviews to uncover jobs to be done. We'll illustrate each step with an example, exploring the job to be done that leads people to purchase a Peloton bike.
Step 1: Uncover the catalyzing event
The first step is to hone in on the pivotal event that catalyzed the customer's search for a new solution. Inevitably, something changed in their life that prompted them to take action.
Some questions to uncover this catalyzing event:
What was going on in your life that compelled you to start looking for a [product category] solution?
Was there a specific moment or incident that triggered your search?
How were you addressing this need before you started searching for a [product category] solution? What was unsatisfactory about your prior approach?
Peloton example:
"I used to do in-person spin classes several times a week at my gym, but then we moved to a new neighborhood that was farther away. Between the longer commute and having to book the classes so far in advance, it became such a hassle to make it to the classes consistently.
I felt like I was wasting so much time and mental energy trying to fit the classes into my schedule instead of actually working out. And when I did miss a class, I felt guilty about not exercising. That's when I decided I needed a more convenient way to work out from home."
Remember, you want to let the customer share this in their own voice. Don’t assume the catalyzing event on their behalf - you might cause them to change their mind, which then causes you to lose out on the actual truth!
Step 2: Identify the functional job to be done
Once you've pinpointed the catalyzing event, the next step is to identify the functional job the customer was trying to accomplish.
Some questions to ask:
What was the primary task or goal you were trying to achieve when you started looking for a [product category] solution?
How would you describe this goal or task to a friend?
Why was accomplishing this task or goal important to you?
Peloton example:
"Ultimately, I was looking for a way to get high-quality, intense cardio workouts consistently, without the logistical hassle and time commitment of having to go to a physical gym or studio.
I wanted the option to work out on my own schedule, whenever I had a pocket of time, rather than having to plan my whole day around getting to a class. And I needed something that would keep me motivated to exercise regularly, since that's always been a challenge for me."
Step 3: Surface the emotional job to be done
Having established the functional job, we need to dig a layer deeper to understand the emotional job: how the customer needed to feel while accomplishing their task.
Questions to uncover the emotional job:
How did you want to feel while accomplishing [functional job]?
What emotions were you looking to avoid while pursuing [functional job]?
When it came to [functional job], what really mattered to you?
Peloton example:
"I wanted to feel motivated and energized by my workouts, like I was really pushing myself and making progress. Those endorphins are so important for boosting my mood and confidence.
At the same time, I needed to feel like I was in control of my schedule and routine, not beholden to a gym's class schedule or wasting hours of my week just getting to and from workouts. The sense of autonomy and flexibility was really important to me, emotionally.
I also wanted to feel like I was being efficient with both my time and money. Paying for classes I didn't attend made me feel so guilty."
Step 4: Understand the social job to be done
Finally, we need to understand the social context surrounding the customer's job to craft a solution that fits into their life.
Questions to illuminate the social job:
Who else, if anyone, was involved in your search for a solution or decision to buy?
In what ways, if any, does accomplishing [functional job] impact how you interact with others or want to be perceived?
Did any social factors play a role in your ultimate purchase decision?
Peloton example:
"Part of the appeal of Peloton was being able to work out without feeling judged by others. In studio classes, I always felt a bit self-conscious and like I wasn't as fit as the people around me.
The idea of being able to get those same quality workouts in the privacy of my own home, without worrying about what I looked like or what others thought of me, was really appealing.
At the same time, I liked that Peloton had a social component with the leaderboard and the ability to ride with friends virtually. It made me feel like I was part of a community and gave me an opportunity to connect with others around a shared interest, even though I was exercising solo.
When I told my sister I was considering buying a Peloton, she was really enthusiastic and said a couple of her friends had them and loved them. Knowing that people in my social circle had embraced Peloton definitely influenced my decision."
JTBD stability over time
Keep in mind: the customer’s Job to be Done tends to remain stable over time, even as new solutions emerge!
There are a couple of key things to note about the customer's full set of jobs to be done:
The jobs remain constant even as the customer's circumstances change
The importance of certain jobs may fluctuate based on the customer's context
Solutions can evolve to get the job done better
To illustrate: even if this customer moves to a new city with more convenient gyms and studios, their core functional job is still "get high-quality cardio workouts consistently."
Their emotional job is still to feel motivated, in control of their schedule, and efficient with their time and money.
And their social job is still to avoid feeling judged while working out while still feeling connected to a fitness-oriented community.
However, if the customer's work schedule becomes more demanding or they have children, the importance of being in control of their own workout schedule may intensify. Solutions that provide maximum flexibility will become more attractive.
Innovations in at-home fitness may address the functional, emotional, and social jobs to be done more effectively than prior offerings. For example, consider digital weights that track your reps, or virtual-reality workouts like Beat Saber.
But, the underlying jobs don't change. By anchoring our solution designs in jobs to be done rather than specific product implementations, we create space for disruptive innovation as technology and consumer preferences evolve.
Turning jobs to be done into products
Having thoroughly explored the customer's job to be done, now we need to translate those insights into solutions.
There are three key guiding principles to crafting products that nail the JTBD:
Design for the entire job, not just a piece of it
Make the job the key "unit of analysis"
Optimize the end-to-end experience of getting the job done
Let's unpack each one.
Design for the whole job
Often, companies make the mistake of focusing their solution on only the most visible or obvious aspect of a customer's job. But recall that a job to be done has multiple dimensions: functional, emotional, and social.
To create a solution that truly resonates, we need to design for the complete job in all its nuances. Take the Peloton example:
A more rudimentary solution might focus solely on providing the literal at-home bike and class content. But Peloton goes several steps further to target the emotional and social layers of the job too:
The competitive leaderboard and video chat features create a sense of community and social accountability even while exercising alone.
The ability to join both live and pre-recorded classes provides users total control over their workout schedules.
Financing options make the bike feel like an accessible investment rather than an intimidating cash outlay.
Instructor shout-outs and virtual achievements foster feelings of motivation and progress.
By thoughtfully designing for the emotional and social aspects of the job in addition to the functional, Peloton crafted a solution that comprehensively addresses the full job to be done in a way that a simple "streaming spin class" product wouldn't.
Make the job the key "unit of analysis"
Remember: customers aren't searching for a digital camera or a project management tool. They're looking to "preserve meaningful moments" or "collaborate with my team on complex work."
Therefore, our unit of analysis in crafting solutions should be the job to be done itself, not the characteristics of individual customers or products.
By orienting our teams around jobs to be done rather than siloed product specs, we create alignment across previously-disconnected efforts. Various product teams may be working on different parts of the solution, such as the hardware vs. the software, but they're all driving towards enabling the same job to be done.
Having the job as the north star keeps cross-functional teams pulling in the same direction even without constant coordination. It also provides a clear framework for evaluating the countless product trade-offs that arise during development. We simply ask: which option best serves the job?
Optimize the end-to-end experience
Getting a job done from start to finish usually involves multiple steps for the customer. To create a truly differentiated solution, we need to optimize and innovate along the entire customer journey, not just one touchpoint.
This approach is what set Uber apart in the ride-sharing market. Getting from point A to point B via hired car is a job with many potential pain points:
Hailing the car
Communicating pick-up details to the driver
Waiting in inclement weather for the car to arrive
Not knowing the route the driver will take or the estimated cost
Having the right amount of cash on hand to pay
Uber addressed every single one of these pain points - from seamless ordering to real-time driver tracking to cashless payments and beyond. By optimizing every step in the customer's end-to-end experience of accomplishing their job, Uber devised a solution that made getting the job done effortless.
So as we craft solutions rooted in jobs to be done, we must map out each phase of the customer's journey and relentlessly remove obstacles along the way. Even a single point of friction can sink the whole experience.
Common pitfalls with the Jobs to be Done framework
As with any tool, the Jobs to be Done framework must be applied carefully to yield meaningful insights. Some common traps to avoid:
Mistaking "tasks" for "jobs to be done" - Tasks tend to be one-off or tactical, while true jobs reflect the deeper solutions that customers are hiring products to provide persistently over time. Make sure you're uncovering the underlying job, not just documenting the most visible task.
Confusing "jobs" with "customer attributes" - Demographics and psychographics can provide helpful context, but they don't explain why a customer is hiring a particular product. Multiple personas may hire the same product for the same job. Keep focused on the common job, not the individuals doing the hiring.
Conflating "aspirations" with "jobs to be done" - While aspirations can hint at jobs, they tend to be more abstract and may not drive actual purchasing behavior. For example, "being fit" is an aspiration, while "getting high-quality cardio workouts consistently" is a job to be done that motivates a customer to buy a Peloton. Anchor your analysis in concrete jobs, not just lofty aspirations.
Focusing too narrowly on your own product - It's tempting to frame jobs solely in terms of the solutions your company already provides. But customers can hire many different solutions for the same job - including doing nothing at all. Think expansively about the competitive set for getting the job done, beyond just your corner of the market.
Treating jobs to be done as static - Customer priorities evolve as circumstances change. The importance of certain jobs may fluctuate over time. By regularly revisiting your customers' jobs to be done, you can adapt your solutions to meet their shifting needs and ward off encroaching competitors.
Case studies of JTBD in action
To further illustrate the power of the Jobs to be Done framework, let's examine a couple real-world examples of companies that used JTBD to disrupt their industries.
Airbnb
Airbnb revolutionized the travel industry by understanding that the job to be done when booking accommodations wasn't just "find a place to sleep" but rather "experience a destination like a local."
Through customer research, Airbnb discovered that travelers often wanted to immerse themselves in the authentic culture of a place, not just visit the tourist hotspots. They craved unique, personalized experiences.
So Airbnb designed its entire service to nail this job to be done:
Guests could search for distinctive accommodations in specific neighborhoods, not just cookie-cutter hotels.
Host profiles and reviews helped guests feel like they knew whose home they were staying in.
The "Experiences" offering connected guests with local guides for one-of-a-kind activities.
By crafting a solution tailor-made for the job of "experiencing a destination like a local," Airbnb unlocked a whole new category of travel and grew to a valuation of over $100 billion.
Intuit QuickBooks
Intuit, the maker of QuickBooks accounting software, used the Jobs to be Done framework to redesign its offerings for small businesses.
Historically, Intuit had focused on the functional job of "track financial transactions." But through extensive customer discovery, they realized small business owners were hiring QuickBooks for a much more profound job: "make confident decisions to grow my business."
This insight led Intuit to reimagine QuickBooks as a comprehensive business management platform:
In addition to basic bookkeeping, QuickBooks added cash flow forecasting, bill management, and invoicing features to give business owners a full picture of their finances.
New analytics and reporting capabilities helped business owners spot trends and opportunities.
Integrations with third-party apps like PayPal and Square made it easier to get paid and manage day-to-day operations.
By evolving QuickBooks from mere accounting software to an indispensable tool for running and growing a business, Intuit was able to secure its market leadership and fight off emerging competitors.
Seventh Generation
Seventh Generation, a household cleaning product company founded in 1988, used Jobs to be Done to break into the ultra-competitive "natural cleaning products" category.
Through in-depth customer research, they identified the job to be done for natural cleaning products wasn't just "clean the kitchen" (the functional job) but also "create a safe and natural environment for my family" (emotional) and "live my values and do what's right for the world" (social).
Their resulting product portfolio delivered on all three dimensions:
The cleaning formulas were just as effective as chemical competitors, but made from natural, plant-based ingredients.
The packaging and marketing emphasized "safety" and a "healthy home."
Seventh Generation aligned with environmental non-profits and touted their B Corp certification.
By nailing the emotional and social elements of the job in addition to the functional, Seventh Generation became the dominant natural cleaning brand and was acquired by Unilever for $700 million.
Closing thoughts
The Jobs to be Done framework is a powerful tool for crafting products that customers adopt wholeheartedly into their lives. By understanding the functional, emotional, and social aspects of the "job" customers are hiring a product to do, we can devise solutions that address the complete picture of what matters to them.
But uncovering jobs to be done requires a disciplined approach. We need to seek out customers with fresh perspectives, dig beyond surface-level tasks to the underlying jobs, and map the end-to-end experience to eliminate points of friction.
When we anchor product development in well-defined jobs to be done, we create alignment across teams and unlock opportunities for meaningful innovation. We're able to meet customer needs more fully than competitors who focus on product features alone.
The landscape of solutions will inevitably evolve. But by honing in on the persistent jobs that customers are striving to accomplish, we can craft offerings that become an indispensable part of their lives - and propel our businesses to new heights.
Thank you to Pauli Bielewicz, Mary Paschentis, Goutham Budati, Markus Seebauer, Juliet Chuang, and Kendra Ritterhern for making this guide possible.
