With many approaches to product development, organizations ask their target user personas what they want -and then build what their users tell them to. Part of the JTBD approach involves asking “Why” and “What.” Why do your customers want a specific feature? What is their true desired outcome? What is the emotional state they’re hoping your product will give them? It can keep you from building “a faster horse” that nobody wants. It can help you better align what you’re building with what your users really want.īecause the job metaphor forces product teams to delve deeper into what their customers actually want, JTBD can help focus product development on solving problems as opposed to building features.Ģ. What are Pros and Cons of JTBD? Pros of jobs-to-be-doneġ. In fact, JTBD began as Ulwick’s patented process called Outcome Driven Innovation (ODI), a framework focused on identifying outcomes that customers seek, as opposed to products they want.Īccording to Ulwick’s book, Jobs to Be Done, since taking the theory to market in 1991, his company Strategyn has used the JTBD framework with hundreds of client companies, and those businesses have enjoyed an 86% success rate applying the jobs-to-be-done theory to develop and improve their products. The jobs-to-be-done framework was developed by Tony Ulwick, founder of the innovation consulting firm Strategyn. What is the Origin of the Jobs-to-be-Done Framework? To create a compelling customer experienceĪs the book The Innovator’s Toolkit explains, a job to be done is neither a product nor a solution itself rather, it is the higher purpose for which a customer would buy a product and solution. To get a better understanding of what their market wants or needsĢ. As a result, it can help a product team uncover the underlying goal that users are trying to achieve: the enjoyment of seeing a picture hanging in their living room.Īs entrepreneur and author Guerric de Ternay explains, product managers can use the jobs-to-be-done framework in two ways:ġ.
In the often-used example, the surface-level explanation is, “I need a drill.” Probing a little deeper, we discover the customer actually needs a well-drilled hole.īut the jobs-to-be-done theory takes this probing deeper still. Where this framework differs, though, is that it then takes the next step to explore customers’ true motivations for buying. Like other prioritization frameworks for product development, the jobs-to-be-done (JTBD) approach removes the focus from the product itself, and places it on the customer. How Does the Jobs-to-be-Done Theory Apply to Product Development? When using this framework, a product team attempts to discover what its users are actually trying to accomplish or achieve when they buy a product or service.
The jobs-to-be-done framework is an approach to developing products based on understanding both the customer’s specific goal, or “job,” and the thought processes that would lead that customer to “hire” a product to complete the job.
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