I’d love to hear your thoughts in the comments below. The definition below helped me see and practice jtbd more clearly. I am simply trying to piece them together through deconstruction. A lot of overlapping pieces are already laid out in these definitions. I left them out because my goal isn’t casting judgment (or creating needless controversy). Seasoned practitioners should have no problem identifying the sources, and the curious should be able to look them up easily. You’ll notice I left out the attributions on these definitions. How can a job be three different things?Ī job to be done describes the progress people are trying to make. Tasks, goals, and problems are separate and distinct things. What is that?Ī task, goal, or objective a person is trying to accomplish or a problem they are trying to resolve. People don’t buy products, they hire them to get a job done.Ī job, then, is something people are trying to get done. Here is a sampling of some of the definitions out there: I believe starting with a clearer, more concise, simpler definition automatically moves us forward on the second issue. I want to attempt to tackle the problem of the definition first. Second, many case studies felt like neat magic tricks - obvious in hindsight but hard to recreate with your product. Much of their work influenced the development and ongoing evolution of the Customer Forces Canvas and the Innovator’s Gift project.īut even after all this research, two things continue to bother me.įirst, the commonly found definitions of a jtbd are circular, polymorphic, or purposely vague. I read everything I could find and worked alongside several JTBD thought leaders and practitioners, including Bob Moesta, Chris Spiek, Tony Ulwick, Alan Klement, Des Traynor. I was immediately intrigued and had more questions than answers. I did several years ago when I first stumbled into the Milkshake Study popularized by Clayton Christensen. You’ve probably run into the jobs-to-be-done framework/theory.
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