How To Use the Jobs to Be Done Framework in Product Management
Published: 27 February, 2024
Employing Jobs to be Done (JTBD) is pivotal in product management. It’s not merely a phase but a driving force, emphasizing its importance in orchestrating effective transformation and fostering innovation within broader business strategies. The jobs-to-be-done framework involves managing and developing products by thoroughly grasping the customer’s precise objectives, or “jobs,” and the cognitive processes that prompt them to choose a product to fulfill those objectives.
Digital Leadership serves as a catalyst for positive change by incorporating Jobs to be Done principles into its digital transformation Consulting and Product Development Consulting, it empowers businesses to navigate evolving landscapes and achieve sustainable growth. As an initial step to assist businesses in selecting tailored services that align with their specific needs and objectives for innovation, we offer an Innovation Blueprint to evaluate current innovation practices.
Find out how we can help you
Corporate training, innovation consulting and much more.
So, How does the jobs-to-be-done model apply to product management, and what role does it play in developing successful products? Additionally, how can this framework be leveraged to create effective user onboarding experiences? We will Discover this in our article.
Understanding Customer Needs and Motivation Using Jobs to be Done For Product Management
The jobs-to-be-done in product management focuses on the idea that customers “hire” products or services to accomplish specific tasks, goals, or challenges in their personal or professional lives. This framework, developed by Tony Ulwick, emphasizes understanding customer needs and motivations to create successful products. By identifying the primary jobs customers want to accomplish and addressing their functional, emotional, and social aspects, teams can prioritize features and improve user experience.
The origins of Jobs to be Done (JTBD) can be traced back at least seventy-five years ago to Joseph Schumpeter’s concept of “Creative Destruction.” Schumpeter’s exploration of market dynamics and competition touched upon the notion of customer jobs and the realization that declining sales could indicate competitors capturing customers. W. Edwards Deming further shaped the principles of JTBD by prioritizing the customer, drawing upon Schumpeter’s insights.
This framework revolutionizes product management by shifting the focus from features and functionalities to a customer-centric approach. This paradigm change enables product managers to delve deeply into the fundamental needs and challenges faced by customers across various scenarios. By pinpointing the specific jobs customers aim to accomplish, product managers can craft products that carve out distinct positions in the market. This differentiation is grounded in addressing genuine customer needs rather than mere preferences, fostering innovation that directly tackles real-world problems.
Jobs to be done Framework (JTBD) facilitates market alignment, as products developed within this framework are more likely to resonate with target audiences, aiding in precise market positioning and messaging. While user stories provide insights into features from the user’s standpoint, JTBD delves into underlying motivations, offering a broader context for informed decision-making on feature prioritization. Furthermore, applying JTBD extends beyond product creation to encompass strategies for product adoption, including robust onboarding techniques and continual enhancement of user experiences. Embracing JTBD isn’t a one-time endeavour; it involves an iterative process of understanding evolving customer needs, adapting products to address emerging jobs, and ensuring sustained value delivery over time.
Much more about Jobs to be done and other approaches to innovation you will find in our brand-new FREE book “How to Create Innovation” Register for the download now!
The Only Book On Innovation You’ll Ever Need
+FREE access to 50+ complimentary download packages covering the details with plenty of helpful background information
Implementing the Jobs to be Done (JTBD) theory in product management and development is important as it shifts the focus from merely creating products to addressing the fundamental needs and goals of customers. By understanding the specific jobs that customers are trying to accomplish, businesses can tailor their products to meet those needs effectively.
How To Apply Jobs-to-be-Done Framework to Product Management and Product Development
Many processes and frameworks integral to Product Management can be attributed to singular creators. However, the evolution of Jobs to be Done (JTBD) spans a long history and draws from the contributions of numerous researchers and innovators.
Applying the Jobs-to-be-Done (JTBD) framework to product management involves understanding the fundamental concept that customers “hire” products or services to get specific jobs done in their lives. Here’s a step-by-step guide on how to apply the Jobs-to-be-Done framework to product management:
Step 1: Formulating the JTBD Statement in Product Management
The initial step in crafting the Job to Be Done (JTBD) statement involves a two-step process focused on creating a succinct and customer-centric expression that captures the essence of the user’s need. Crafting the JTBD statement begins by formulating a concise and customer-centric statement in the customer’s voice. This structured sentence format encompasses the user’s improvement direction, the specific aspect to be improved, the entity affected, and a contextual clarifier.
- Identify Customer Needs: Begin by understanding the core needs and motivations of your target customers. Conduct market research, user interviews, and surveys to gather insights into the challenges they face and the outcomes they desire.
- Define the Job: Based on your research, articulate the specific job to be done that customers are trying to accomplish. A JTBD statement should be clear, concise, and focused on the functional, emotional, and social dimensions of the task. For example, “When [situation], I want to [action], so I can [outcome].”
- Incorporate Context: Consider the context in which the job is performed, including the circumstances, constraints, and goals of the user. This context helps provide a deeper understanding of the job and informs the development of relevant solutions.
- Validate with Customers: Test the JTBD statement with your target customers to ensure it accurately reflects their needs and goals. Gather feedback through interviews, surveys, or prototype testing to refine the statement as needed.
- Iterate as Necessary: Continuously refine and iterate on the JTBD statement based on ongoing customer feedback and market insights. The goal is to create a clear and compelling statement that guides product development efforts and aligns with customer needs.
For example: “As a product manager, I want to enhance collaboration in the ideation phase to ensure efficient and innovative product development.”
The UNITE JTBD Customer’s Job Statement Model is a reliable framework that ensures the creation of clear, insightful, and solution-agnostic statements. These statements play a pivotal role in the Jobs to Be Done Framework, aligning organizational strategies with authentic customer needs. This process fosters a profound understanding of an effective JTBD process for product management.
Designed by: Digital Leadership AG – Source: Helge Tennø.
Step 2: Develop a Job Map in Product Management
In the Jobs to Be Done (JTBD) framework, the development of a Jobs to Be Done Journey Map is a crucial step in understanding and addressing user needs in product management. This job mapping process outlines the various steps and tasks that users undertake to accomplish a specific job, providing valuable insights into user behaviour and requirements.
The Job Map involves outlining the smaller tasks and activities that customers undertake to accomplish their job. This is a collaborative process where the team gathers to brainstorm and categorize tasks into eight steps. The Universal Job Map comprises the following steps:
- Define and plan: Clearly outline the objectives and scope of the job map. Establish the approach, timeline, and resources required for development.
- Locate the input needed: Gather relevant data such as customer feedback, market research, and user personas to inform the job map.
- Prepare: Organize and analyze the collected data to identify common themes and patterns related to the jobs to be done. Visualize the steps involved in completing each job.
- Confirm and validate: Review the draft job map with stakeholders to ensure accuracy and alignment with customer needs. Validate the map through user testing and feedback.
- Execute: Implement adjustments based on feedback and communicate the finalized job map to relevant teams.
- Monitor: Continuously track metrics related to customer satisfaction and task completion rates to assess the effectiveness of the job map.
- Modify: Regularly update the job map to reflect changes in customer needs and market conditions.
- Conclude: Document lessons learned and share insights with the team to improve future product management activities.
Designed by: Digital Leadership AG – Source: Lance A. Bettencourt and Anthony W. Ulwick.
Step 3: Identifying Customer Jobs through interviews
In product management, understanding the fundamental needs and motivations of customers is paramount to creating successful and impactful products. One powerful approach to gaining this understanding is through conducting interviews to identify customer jobs-to-be-done (JTBD). The following steps shows how to identidy customer jobs through Interviews:
- Prepare a structured interview guide.
- Select a diverse group of representative customers.
- Conduct one-on-one interviews.
- Listen actively to participants’ responses.
- Capture detailed insights through notes or recordings.
- Analyze collected data for common themes and patterns.
- Validate findings through additional interviews or feedback sources.
- Synthesize insights into clear job statements.
- Share findings with relevant stakeholders.
- Iterate job statements based on feedback and insights.
The UNITE Jobs-to-be-Done template is recommended for defining Customer Criteria, providing a structured approach to gathering essential information for the product development and management process. The methodology encourages a holistic understanding of customer needs and preferences, ensuring that products align closely with the jobs customers are trying to get done.
Designed by: Digital Leadership AG – Source: Strategyn
Step 4: Align Jobs to be Done with Product Features:
In product management, a crucial step after identifying jobs-to-be-done is aligning them with product features. This involves mapping each job to existing or planned features and assessing how well the product addresses them. The process includes evaluating strengths and weaknesses, incorporating user feedback, and prioritizing features based on job relevance. Innovative exploration, usability testing, and iterative development refine the alignment. Cross-functional collaboration ensures team synchronization while monitoring tools track feature performance. A continuous feedback loop incorporates user insights for ongoing enhancements, enhancing the user experience and positioning the product as a dynamic solution in the market.
Step 5: Identifying Competitors
To gain a competitive edge in product management, conducting a thorough analysis of competitors is indispensable. Utilize established competitor analysis frameworks, ensuring a comprehensive assessment of strengths and weaknesses. Dive into user feedback on competitor products, extracting valuable insights to inform your product strategy. Implement benchmarking studies, comparing the performance of your product against competitors to identify areas for improvement. Stay abreast of industry trends through continuous industry landscape research, enabling your team to adapt strategies based on evolving market dynamics. This multifaceted approach to competitor identification equips your product management efforts with crucial insights for strategic decision-making and sustained success.
Step 6: Big Opportunities Identification
In the Jobs to be Done (JTBD) methodology, identifying big opportunities is a pivotal step that shapes the direction of product development. This phase involves translating qualitative insights gained from customer interactions into actionable opportunities.
- Evaluate and identify potential opportunities for product improvements or new features based on customer insights and pain points.
- Explore areas where your product can better align with the identified jobs.
Leveraging tools like the Job Journey Navigator, such as the one provided by Vendbridge, proves invaluable not only in product management but also in product development. This tool meticulously maps out each Customer Criterion, aligning it with the earlier established Job Map. The visualization serves as a guiding compass for the team, aiding in the seamless identification of substantial opportunities. This, in turn, streamlines the prioritization process, paving the way for envisioning potential solutions in both product management and product development spheres.
Designed by: Digital Leadership AG – Source: Vendbridge Switzerland.
Step 7: Test and Iterate:
Continuously subject your product to scrutiny through the JTBD framework. Collect valuable feedback from users and iteratively refine features to more closely align with evolving customer needs.
Step 8: Designing Solutions for Desired Outcomes
This step is a pivotal stage that involves cross-functional collaboration and creative design thinking to address identified opportunities. Engaging in collaborative design thinking sessions fosters the generation of innovative solutions, emphasizing user-centricity. Rapid prototyping and testing enable iterative refinement based on user feedback, ensuring that the proposed solutions align closely with user needs.
For product development, consider adapting the UNITE Customer Promise Canvas into a team competition, encouraging individuals to create competing promises for the same unmet need. This approach, using the canvas’s scoring mechanism, facilitates the identification of the most effective solutions and aligns product development efforts with customer expectations. The canvas becomes a valuable tool for filtering opportunities and instilling confidence in the selected promises.
Designed by: Helge Tennø & Stefan F. Dieffenbacher. Based on the Value Proposition framework of Vendbridge
The UNITE Jobs To Be Done Customer Promise Canvas
Step 9: Monitoring, Analytics, and Feedback Loop Closure:
Implement robust monitoring and analytics tools, such as user behaviour tracking and performance metrics analysis, to continuously assess how well your product aligns with the identified customer jobs. Set up key performance indicators (KPIs) related to the effectiveness of your product in fulfilling customer needs. Additionally, establish feedback mechanisms to gather insights from users post-implementation. This iterative process allows for the refinement of product features based on real-time data, ensuring continuous alignment with evolving customer expectations and industry trends. Regularly analyze collected data to identify areas for improvement and innovation in your product development strategy.
Benefits and Drawbacks of Applying JTBD Framework in Product Management
Implementing the Jobs-to-be-Done (JTBD) framework in product management comes with various advantages and challenges. Understanding these aspects is crucial for organizations aiming to leverage JTBD effectively.
Prioritization Framework: Aligning Product Features with Customer Jobs
One of the key benefits of the Jobs-to-be-Done framework is its ability to guide product prioritization. Instead of prioritizing features based on internal preferences or assumptions, product managers can use the Jobs-to-be-Done framework to prioritize features based on their impact on helping customers accomplish their jobs. This ensures that product development efforts are aligned with customer needs and priorities, leading to more meaningful and successful products.
Product Innovation through Jobs-to-be-Done
The JTBD framework not only helps product managers understand current customer needs but also drives product innovation. By focusing on solving real customer problems and addressing unmet needs, product managers can create innovative solutions that differentiate their products in the market. The Jobs-to-be-Done framework encourages product teams to think creatively and explore new ways to help customers get their jobs done better.
Enhancing Customer Experience with Jobs-to-be-Done
A key aspect of the Jobs-to-be-Done framework is its emphasis on understanding the end-to-end customer experience. By mapping out the customer journey and identifying touchpoints where customers interact with a particular product or service, product managers can identify opportunities to improve the overall customer experience. This may involve streamlining processes, removing friction points, or adding features that address specific customer needs.
Implementing Jobs-to-be-Done in Product Discovery
The Jobs-to-be-Done framework can also be invaluable in the product discovery phase. By conducting interviews and gathering feedback from customers, product managers can uncover new jobs-to-be-done and identify emerging customer needs. This insights-driven approach to product discovery ensures that product development efforts are focused on creating solutions that resonate with customers and address real-world problems.
Challenges and Considerations in Using the Jobs-to-be-Done Framework
While the Jobs-to-be-Done framework offers numerous benefits, it also comes with its own set of challenges and considerations. One challenge is accurately identifying and defining customer jobs-to-be-done, which requires thorough research and analysis. Additionally, aligning internal stakeholders around a customer-centric approach can be challenging in organizations that are traditionally product-focused. Despite these challenges, the potential benefits of using the Jobs-to-be-Done framework far outweigh the obstacles.
Measuring Success: Increased Product Adoption with Jobs to be done JTBD
Ultimately, the success of a product can be measured by its adoption and usage by customers. The Jobs-to-be-Done framework provides a valuable lens through which to measure success, as it focuses on whether the product is helping customers accomplish their jobs effectively. By tracking key metrics such as customer satisfaction, retention, and task completion rates, product managers can gauge the impact of their products and identify areas for improvement.
Case Studies: Real-World Applications of JTBD in Product Management
To illustrate the practical application of the Jobs-to-be-Done framework, let’s examine a few real-world case studies. In one example, a software company used the JTBD framework to identify key customer jobs and develop a new product feature that addressed a critical pain point. As a result, customer satisfaction and adoption of the product increased significantly. In another case study, a consumer goods company used JTBD to revamp their product lineup, resulting in higher sales and market share. The Following are a few examples of real-life companies implementing Jobs to be Done (JTBD) in product management:
- Apple: Apple is well-known for using JTBD principles to drive product innovation. For example, when developing the iPhone, Apple focused on the job customers wanted to get done – communication, entertainment, and productivity – rather than just creating a better phone. This led to the creation of a revolutionary product that transformed the mobile industry.
- Netflix: Netflix is another company that has successfully applied JTBD in its product management strategy. By understanding that customers wanted convenient access to a wide range of entertainment options, Netflix shifted from a DVD rental service to a streaming platform. This decision was driven by the job customers wanted to get done – enjoying entertainment on their own terms.
- Tesla: Tesla’s success can also be attributed to its use of JTBD principles. Instead of focusing solely on creating electric cars, Tesla aimed to address the job customers wanted to get done – reducing their carbon footprint and enjoying the benefits of sustainable transportation. This customer-centric approach has enabled Tesla to disrupt the automotive industry and become a leader in electric vehicles.
Conclusion: The Future of Product Management with Jobs-to-be-Done
In conclusion, the Jobs-to-be-Done framework has emerged as a powerful tool for product managers seeking to create products that truly meet the needs of their customers. By shifting the focus from the product to the customer’s job-to-be-done, product managers can drive increased product adoption, innovation, and success. As the landscape of product management continues to evolve, the Jobs-to-be-Done framework will undoubtedly play a central role in shaping the future of product development.
Frequently Asked Question
1- What is the Jobs-to-be-Done (JTBD) framework and how does it differ from other product management frameworks?
The JTBD framework focuses on understanding the specific jobs that customers are trying to get done, rather than solely on features of a product or service. It emphasizes a customer-centric approach to product development, tailoring solutions to meet the needs of the customer.
2- How can companies apply the JTBD framework to better meet the needs of their customers?
Companies can implement the JTBD framework by pinpointing the specific tasks customers aim to achieve and subsequently directing their product development endeavors toward fulfilling those demands. This necessitates grasping the needs and motivations of the customer base and crafting products and services tailored accordingly.
3- What role does the JTBD framework play in product design and development?
The JTBD framework plays a vital role in guiding product design and development processes, offering a structured approach that enables teams to prioritize features and improvements according to the tasks customers aim to complete. By concentrating on the specific jobs customers want to achieve, teams can craft products that are more targeted, efficient, and aligned with customer needs, ultimately leading to greater success in the marketplace.
4- How does the JTBD framework align with customer experience (UX) and product management?
The JTBD framework emphasizes a customer-centric approach in product management, highlighting the importance of comprehending the customer’s needs and motivations. This harmony closely aligns with UX principles, as it involves developing products and services that adequately fulfill customer expectations and demands.
5- What are some practical examples of companies using the JTBD framework to create successful products?
Enterprises such as Apple, Airbnb, and Amazon have all utilized the JTBD framework to steer their product development endeavors. For instance, Apple’s dedication to crafting products tailored to specific tasks, like communication and entertainment, has resulted in the triumph of innovations such as the iPhone and iPad.
6- How can organizations harness the customer’s voice within the JTBD framework implementation?
The JTBD framework advocates for organizations to actively listen to the customer’s voice and comprehend their needs and motivations. This entails collecting feedback through surveys, interviews, and other channels, and utilizing that input to shape product development strategies.
7- What educational materials exist for organizations seeking further understanding of the JTBD framework?
A multitude of educational resources are accessible for organizations aiming to delve deeper into the JTBD framework. These include publications such as “The Innovator’s Solution” authored by Harvard Business School Professor Clayton Christensen, alongside online courses and workshops. These materials offer valuable insights and guidance on effectively implementing the JTBD framework in practical scenarios.
Related Posts
Jobs to be done in Marketing Successful Implementation
The Jobs to be Done (JTBD) with an effective digital transformation strategy and innovation strategy1
View Full articleImplementing Jobs to be Done (JTBD) in UX Design Guide
The Jobs to be Done (JTBD) coupled with an effective digital transformation strategy and innovation1
View Full articleQualitative Interviews vs. Quantitative Interviews for Deeper JTBD
Qualitative and quantitative interviews play a vital role in research and market1
View Full articleRecent Posts
Examples and Types of Effective Functional Level Strategy for Business Support
A key objective of any business strategy is to improve operational efficiencies...
View Full article
The Three Levels of Strategy: Corporate Strategy, Business Strategy, and Functional Strategy
Understanding the intricate levels of strategy is crucial for any organization aiming...
View Full article
Book How to Create Innovation