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Understand What People Seek To Achieve In A Given Circumstance To Create Products They Truly Want

Maximize Growth Around Unmet Customer Needs

Job Performer

Who is trying to get the job done?

  • Executor of the main job, the ultimate end user.
  • Start with the needs of the job performer.
  • Keep the possible functions in a job ecosystem separate and focus on the job performer first.

What is the job performer trying to achieve?

  • A job is a goal or an objective independent of your solution.
  • Determining the main job defines your overall playing field and sets your scope of innovation.
  • Express the main job in functional terms, such as a utilitarian goal.
  • The main job sets your focus and everything else is seen in relation to it.
  • Strive to frame jobs in a way that makes them stable, even as technology changes.

How does the job get done?

  • Job performers move through different stages of the goal as they strive to accomplish it.
  • Understanding the process of the job performer’s intent is key to the jobs-to-be-done framework.
  • Illustrate the main job in a chronological map with a sequence of stages.
  • Consider each stage as a smaller job within the main job rather than tasks or physical activities.
  • It’s helpful to think of the job as having a beginning, middle, and end stage as well.

Why do the job performers act the way they do while getting the job done?

  • The “need” is seen in relation to getting the main job done.
  • Strength of the approach is that it separates goals from needs.
  • Needs aren’t demands from a solution, but an individual’s requirements for getting a job done.
  • Think of the job as the overall object or aim and needs as the success criteria along the way.
  • Any main job can have numerous intended needs.

When and where does the job get done?

  • The conditions around the job gives it meaning and relevance and should be considered.
  • Adding contextual detail to the situation greatly helps when designing a solution.
  • Circumstances generally consist of aspects around time, manner, and place
  • Helps uncover factors that determine performance.
  • A job without context is incomplete and cannot provide strategic direction.
Help us understand where you are in your journey Do you Use Jobs-To-Be-Done maps in your organization?

JTBD Mapping Can Help You Align your organization capabilities and strategy
around customer needs

Key Elements of JTBD Ecosystem
Jobs To Be Done
In a Job Ecosystem Focus on
Job Performer First and Keep
Possible Functions Separate
Jobs To Be Done
Main Job sets the focus of
Inquiry and Innovation
Jobs To Be Done
End Customers, Employees and Partner Segments Do you serve multi-sided markets?
Workshop Outcomes

Make innovation predictable with Jobs-to-be-Done framework

Workshop Outcome

Jobs-To-Be-Done provides a human-centered way of viewing people it serves.

  • Since jobs are stable in time, they typically don’t change at a rate faster than solutions do. It is a foundational activity that enjoys longevity.
  • Jobs-To-Be-Done shows causality; people act and decide in ways that help them achieve their objective. This, in turn, reveals real opportunities.
  • The ultimate aim is to use the job thinking insights to find those solutions that have a good product-market fit and increased demand.
  • It also helps to break silos between units within an organization by setting up a common language.
  • Jobs-To-Be-Done can become an integral part of an overall mindset shift and cultural transformation. It is compatible with modern techniques, such as Design Thinking, Agile, and Lean.
  • Provides a consistent approach for understanding people’s motivations to attain an objective.

Step to Take Now

Send us a brief note about your needs and we can design workshop around your unique needs.

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Do you Use Jobs-To-Be-Done maps in your organization?
Do you serve multi-sided markets?