The Jobs to Be Done Playbook

Figure 4.1 shows the basic idea of unmet needs with a simple matrix. The horizontal axis shows how job performers rate each need statement for satisfaction, from low to high. The vertical axis shows how important each need is, from low to high.

The main job is the overall aim of the job performer. Determining the main job defines your overall playing field and sets your scope of innovation. You should express the main job in functional terms, such as a utilitarian goal. It’s an act that will be performed and should have a clear end state—the “done” part of jobs to be done.

Job performer (who): The executor of the main job, the ultimate end user • Jobs (what): The aim of the performer, what they want to accomplish • Process (how): The procedure of how the job will get done • Needs (why): Why the performer acts in a certain way while executing the job, or their

A simple timeline is used during the interview instead of a discussion guide. Because it may be hard for participants to remember their first thought—or their original needs—the technique works backward through the points on the timeline. Get participants to give you the “documentary” version of their purchasing journey. The timeline represents the

There are four elements: Direction of change + unit of measure + object + clarifier • Direction of change: How does the job performer want to improve conditions? Each need statement starts with a verb showing the desired change of improvement. Words like “minimize,” “decrease,” or “lower” show a reduction of unit of measure, while words like “maxim

Who is trying to get the job done? The job performer represents the individual who will be executing the job. That person is the eventual end user of the services you’ll provide.

To reiterate, JTBD provides a sequence for innovation: start with the job performer and the main job defined at an appropriate functional level. Create solutions that get that job done first. Then consider aspects like emotions and aspirations for framing how the solution gets implemented and delivered to a market.

Frame questions around each of the forces. • Problem (push): What do you struggle with at your current job? What’s less than ideal? • Attraction (pull): What excites you about the new role or company? How do you imagine your life improving? • Uncertainty (anxieties): What concerns do you have about the new role or company? • Habit (familiarity): Is

Making the job the unit of analysis makes innovation more predictable.

You’re ultimately looking for the moment when people start struggling. At that point, there is usually a job to be done.