The main job is a process that you can map chronologically. From your interviews, create a sequence of stages in a visual representation that show underlying patterns of intent. What are the subgoals a person has while performing a job? What are the phases of intent that unfold as the job gets done?

A dozen hour-long interviews usually suffice. In more complex situations, it may be necessary to interview two or more dozen people. The aim is to get enough feedback from enough people to find clear patterns. You’ll know when you’ve done enough interviews when you can start predicting how people will respond.

the five stages in providing solutions that customers find valuable: • Discover value: Find the right problem to solve for the people you serve. • Define value: Set the direction for addressing the problem you’ve identified. • Design value: Create solutions that are desirable, viable, and useful. • Deliver value: Present the solution to the market

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.

Understanding the process of the job performer’s intent is key to JTBD.

JTBD isn’t limited to one discipline: it’s a way of seeing that can be applied throughout an organization.

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

What is the job performer trying to achieve? A job is a goal or an objective independent of your solution.

At a minimum, you’ll need about 5–6 interviews to start seeing consistent patterns. It’s recommended to double that number—10–12 participants are better. More participants will strengthen the thoroughness of your research. I’ve done studies with 20 or more interviews, adding greatly to the confidence in findings.