The Jobs to Be Done (JTBD) framework has gained significant traction in recent years as a powerful tool for understanding customer behavior and driving innovation. By focusing on the "job" a customer is trying to accomplish, rather than just the product or service they use, JTBD offers a fresh perspective on solving customer problems. However, as with any popular methodology, misconceptions about JTBD abound, leading to misapplications and missed opportunities.
In this blog post, we’ll explore some of the most common misconceptions about Jobs to Be Done, why they can be problematic, and how you can avoid falling into these traps. Whether you’re new to JTBD or looking to refine your approach, this guide will help you unlock the full potential of this transformative framework.
One of the most pervasive misconceptions about JTBD is that it’s solely about creating or improving products. While products are often the outcome of understanding a customer’s job, JTBD is much broader. It’s about understanding the underlying motivations, struggles, and goals that drive customer behavior.
Focusing only on products can lead to incremental improvements rather than breakthrough innovations. You might miss opportunities to create entirely new solutions or services that better address the customer’s job.
Shift your mindset from "What product can we build?" to "What job is the customer trying to get done?" For example, instead of thinking about how to improve a coffee maker, consider the job of "helping people feel energized and ready to start their day." This broader perspective can open up new possibilities, such as creating energy-boosting snacks or apps that promote better sleep.
Another common misunderstanding is equating JTBD with customer personas. While both are tools for understanding customers, they serve very different purposes. Personas focus on demographic and psychographic details, while JTBD zeroes in on the functional, emotional, and social "jobs" customers are trying to accomplish.
Relying solely on personas can lead to surface-level insights that don’t fully capture the customer’s needs. JTBD, on the other hand, digs deeper into the "why" behind customer behavior, providing actionable insights for innovation.
Use JTBD to complement your personas, not replace them. For example, if your persona is "Busy Working Mom," her job might be "to prepare a healthy dinner for her family in under 30 minutes." This job provides a more actionable insight than just knowing her age, income, or lifestyle.
Many people assume that customers can clearly articulate the jobs they’re trying to get done. However, customers often struggle to express their needs, especially when it comes to unspoken or unmet desires.
If you rely solely on what customers say, you might miss critical insights. Customers often describe their problems in terms of existing solutions, which can limit your ability to innovate.
Go beyond direct customer feedback by observing behavior, analyzing patterns, and asking "why" repeatedly. For example, if a customer says they want a faster car, the underlying job might be "to save time on my daily commute." This insight could lead to solutions like ride-sharing apps or remote work tools, not just a faster vehicle.
Some believe that JTBD is only useful for creating new products, but its applications extend far beyond that. JTBD can inform marketing strategies, customer support, and even organizational design.
Limiting JTBD to product development means you’re not leveraging its full potential. You might miss opportunities to improve customer experiences or optimize your business processes.
Apply JTBD thinking across your organization. For example, in marketing, focus on the job your campaign is helping customers accomplish. Instead of promoting features, highlight how your product or service helps customers achieve their desired outcomes.
It’s easy to fall into the trap of thinking that each customer has a single job they’re trying to accomplish. In reality, customers often have multiple jobs, which can vary depending on the context.
Focusing on just one job can lead to oversimplified solutions that don’t fully address the customer’s needs. It can also cause you to overlook secondary jobs that are equally important.
Consider the full spectrum of jobs your customers are trying to get done. For example, when designing a fitness app, the primary job might be "to stay fit," but secondary jobs could include "to track progress," "to connect with a community," or "to stay motivated." Addressing these secondary jobs can set your solution apart from competitors.
Some organizations treat JTBD as a one-and-done activity, conducting research once and then moving on. However, customer needs and jobs evolve over time, especially in fast-changing industries.
If you don’t revisit and update your understanding of customer jobs, your solutions may become outdated or irrelevant.
Make JTBD an ongoing process. Regularly revisit your customer research to ensure you’re staying aligned with their evolving needs. For example, as remote work becomes more common, the job of "collaborating with colleagues" might shift from in-person meetings to virtual tools, requiring new solutions.
The Jobs to Be Done framework is a game-changer for understanding and serving your customers, but only if it’s applied correctly. By avoiding these common misconceptions, you can unlock deeper insights, drive meaningful innovation, and create solutions that truly resonate with your audience.
Remember, JTBD is not just a tool—it’s a mindset. It requires curiosity, empathy, and a willingness to look beyond the obvious. When done right, it can transform the way you approach everything from product development to marketing and beyond.
Are you ready to embrace the true power of Jobs to Be Done? Start by asking yourself: What job is my customer really trying to get done? The answers might surprise you—and lead to your next big breakthrough.