The Ultimate Guide to Jobs to Be Done (JTBD): Why They Work and How to Implement Them

Imagine you're working on a product with your team, pouring hours into features, updates, and tweaks, convinced you're on the right track. But no matter how much effort you put in, it just doesn’t seem to resonate with your customers.

It’s frustrating, right? You’re not alone.

Many product teams face this challenge – pouring time and resources into features that seem to miss the mark. That’s where the concept of Jobs to Be Done (JTBD) comes in. It’s the framework that helps you step back and refocus on the real, underlying problems your customers are trying to solve. If you’ve ever felt stuck in the cycle of feature overload or struggled to innovate, JTBD could be the transformative shift your product needs to truly connect with your audience.

As a product leader, I’ve seen firsthand how understanding JTBD can drive customer-centric innovation and result in products that not only meet but exceed customer expectations. Whether you're a startup, a mid-sized company, or a large organisation, using JTBD effectively can increase your product-market fit, streamline your product development cycle, and deliver better customer satisfaction.

In this article I will explore everything you need to know about JTBD—what they are, why they are important, how to create them, common pitfalls to avoid, examples from leading companies, and how to build high-performing teams around them. By the end of this article, you will have a clear roadmap to harnessing JTBD for your products, no matter the industry you’re in.

At first, I was sceptical about this Jobs to Be Done (JTBD) framework. Like many others, I thought it was just another process to add to the long list of methodologies that often promise big results but fail to deliver. I wasn’t sure it would make any real difference in how we approached product development. But fortunately, I was surrounded by people who had a deep understanding of JTBD and a genuine belief in their power. These were individuals who had seen the impact firsthand and were eager to introduce the process to our team. They were also passionate enough to try it out, even in the face of initial doubts. With their support and enthusiasm, I decided to give it a shot—and I’m glad I did. It didn’t take long for me to realise how JTBD could reshape our approach, offering new insights into our customers’ true needs and guiding us toward building products that actually solved their problems. What initially seemed like just another process turned out to be a game-changer for our team and our products.

Let’s dive deep into why JTBD are more than just a framework, and how they can drive growth and innovation in your business.

What Are Jobs to Be Done?

Jobs to Be Done (JTBD) is a framework that helps companies identify the underlying needs and desires of customers, which go beyond traditional feature-based thinking. Instead of focusing on what a product does or its features, JTBD focuses on the outcome the customer is trying to achieve. The “job” is the customer’s goal or the task they’re trying to complete in a specific situation.

The Key Components of a Job to Be Done:

• Functional Jobs: These are the practical tasks or objectives a customer wants to accomplish. They typically involve a utilitarian outcome. For example, a person uses a microwave to heat food, which is a functional job.

• Emotional Jobs: Emotional jobs refer to the feelings a customer is trying to experience or avoid while completing a task. For example, someone may purchase a luxury car not just to travel but to feel prestigious and successful.

• Contextual Jobs: Every job occurs in a specific context. Understanding the context helps to refine the job further. For example, the job of using a weather app in the morning before leaving the house is likely tied to the immediate context of checking whether to wear a jacket or bring an umbrella.

Example: The Moka Analogy

When I began using a moka pot to brew coffee, I wasn't merely searching for a coffee maker—I wanted the perfect cup of rich, aromatic coffee. The moka pot was simply the means to achieve that. But there was more to it than just brewing coffee. On some mornings, it gave me the satisfaction of crafting something authentic and traditional; on others, it was about savouring a quiet, indulgent moment before the rush of the day. The context mattered too—sometimes I needed something quick to fuel me, while other times I enjoyed the slow ritual of brewing. What I realised is that it wasn’t about the moka pot itself; it was about the experience and emotions it enabled. That’s exactly what JTBD uncovers—those deeper needs and goals driving choices.

Why Use Jobs to Be Done?

The JTBD framework is more than just a tool for product managers—it is a mindset that can revolutionise how teams approach product development and customer satisfaction. Here’s why JTBD is indispensable in today’s competitive landscape:

Deepens Customer Understanding

JTBD shifts the focus from simply describing customer personas and their behaviours to deeply understanding the context in which a customer hires a product to perform a job. Personas are often limited to demographic or psychographic data, while JTBD provides insight into why customers make certain decisions.

For example, let’s say you’re developing a fitness app. Traditional market research might show that your target demographic is health-conscious millennials. However, a deeper dive into JTBD would reveal that customers use fitness apps for a variety of reasons: to stay fit, to reduce stress, or to track progress. By honing in on the specific job (e.g., "I need to be able to track my workout progress easily so I can stay motivated"), your product will become more relevant and user-centric.

Helps Uncover New Opportunities for Innovation

JTBD allows teams to focus on the desired outcomes rather than getting fixated on existing solutions or features. This way, product teams aren’t tied down by the status quo, allowing for innovative thinking that may lead to disruptive solutions.

Dyson is a great example of how JTBD can foster innovation. Rather than focusing on just improving the design of vacuum cleaners, Dyson identified the job that customers were really hiring vacuums to do: "Remove dirt and dust efficiently without losing suction power." This deeper understanding led them to redesign the vacuum cleaner entirely, focusing on creating a more efficient motor and bagless design, resulting in a disruptive innovation in the market.

Shifts Focus from Features to Outcomes

Focusing on jobs and their outcomes helps product teams avoid feature bloat. Too many times, we see products that try to please everyone by adding too many features, which leads to complexity and poor user experiences. JTBD encourages teams to focus on the job and the customer’s ultimate outcome—which drives meaningful, outcome-based innovations.

For example, the job for a word processing tool is not just "create a document", it’s to "effectively communicate ideas in writing". The outcome is what matters. Whether it's a simple text editor or a complex suite of writing tools, the product must facilitate the job, not just overwhelm users with features.

Improves Product-Market Fit

Product-market fit is the goal of creating products that customers love. JTBD helps by focusing on true customer needs, ensuring you’re solving a real problem. This leads to better alignment between what customers want and what your product delivers.

Dropbox is a good example of identifying the true job. Early on, Dropbox's team understood that people didn’t want to just store files online—they wanted to access and share files easily from any device. The job wasn’t just "store files", it was "stay productive across multiple devices while keeping my files easily accessible".

How Do We Create Jobs to Be Done?

Creating JTBD is not a one-time task—it requires ongoing research, validation, and iteration to ensure you accurately define the right job. Here’s a step-by-step guide to creating JTBD for your products:

1. Conduct Deep Customer Research

The first step in creating JTBD is conducting qualitative customer research. This can include one-on-one customer interviews, surveys, or even ethnographic research (e.g., shadowing customers as they use your product).

Focus on open-ended questions that allow customers to explain the "why" behind their actions. For example, instead of asking, "Do you like the app?" ask, "What are you trying to accomplish when you use the app?" This will help you uncover the real jobs that customers are hiring your product for.

Example: If you’re developing a task management app, don’t just ask users if they like the interface. Instead, ask, "When do you feel most overwhelmed by your tasks?" or "What’s the biggest challenge you face when managing tasks?" These insights will reveal deeper customer needs related to stress management and productivity—valuable aspects of the JTBD.

2. Identify Triggers and Contexts

Understanding the triggers and context that cause customers to turn to your product is key. A trigger could be a specific event or emotion that prompts the need for a solution. For instance, a customer may be triggered to use a productivity tool when they feel overwhelmed by too many tasks.

The context helps you refine the job. Is the job being performed at work? Is it in a moment of relaxation? Contextual factors can affect how a product should be designed.

Example: A meal delivery service might have different jobs based on context: one job could be "get a nutritious meal quickly after a workout," while another could be "prepare an impressive dinner for guests."

3. Frame the Job Statement

The JTBD statement typically follows this structure:"When [situation], I want to [desired outcome], so I can [personal or emotional goal]."

Example: "When I’m working from home (situation), I want to receive real-time updates from my team (desired outcome), so I can feel more connected and informed (emotional goal)."

This statement will guide your design decisions, ensuring they focus on the customer’s true goals.

4. Validate and Refine

Defining the job is just the start; validation ensures you're on the right path. Use prototype testing, A/B testing, and customer interviews to confirm your solution meets user needs. Continuously refine the job to adapt to evolving customer behaviours and expectations, keeping your product relevant and effective.

Example: Back to the the fitness app. Through prototype testing, you realise users struggle to navigate the progress dashboard. A/B testing two simpler layouts reveals one version significantly improves usability. Follow-up interviews highlight that users also want motivational reminders, a need you hadn't initially considered. By refining the app to address these insights, you align more closely with the job of "staying motivated to achieve fitness goals."

You will need to attempt, fail, and try again, iterating and discussing different JTBD to refine the process and identify the JTBD that suit your product. Now, I would like to share some of the mistakes I made, where I failed, and what I learned, so you can have a better starting point than I did.

Typical Pitfalls in Jobs to Be Done

While JTBD is a powerful framework, it’s important to recognise the common pitfalls that can occur during its implementation. Here are the key challenges and how to avoid them

1. Misidentifying the Job

One of the most common mistakes is misidentifying the job. It's tempting to focus on what the customer is doing, but JTBD is about understanding the outcome they desire. For example, when creating the fitness app, you might incorrectly assume that the job is simply to "track workouts." The real job may be to "stay motivated to exercise regularly". If you don’t dig deep enough into the job, your product will miss the mark.

Solution: Make sure to focus on the emotional and functional aspects of the job and validate these assumptions with real customers. Focus on what customers are trying to achieve, not just what they are doing at the moment.

2. Overcomplicating the Job

JTBD is meant to simplify the understanding of customer needs, but some teams make the mistake of overcomplicating it. If you break down the job too much, you might lose focus on the broader goal and get lost in unnecessary details.

Solution: Start with a broad understanding of the job and gradually refine it. Remember, JTBD is about delivering a solution that helps customers achieve their desired outcome, not designing every tiny step along the way.

3. Ignoring the Competitive Landscape

Some teams focus solely on the job without considering the competition. Customers often hire products based on the job they need to be done, but they may have multiple options. It’s important to assess the competitive landscape and understand how other solutions may already be solving the same job.

Solution: Always consider the competition when developing your JTBD statement. Understand why customers might switch from one solution to another and how your product can improve on the existing options.

4. Failing to Involve Cross-Functional Teams

Implementing JTBD without involving other teams—such as marketing, engineering, and sales—can lead to poor execution. JTBD is not just a product team responsibility; it requires alignment across the organisation.

Solution: Make JTBD a company-wide initiative. Involve relevant departments early in the process to get diverse perspectives and ensure everyone understands the customer’s job.

Companies That Successfully Use Jobs to Be Done

Several prominent companies have successfully adopted the JTBD framework to enhance their products, deepen customer engagement, and drive growth. Here are a few examples:

1. Amazon

Amazon applies JTBD through its customer-centric philosophy. For instance, their Prime membership serves multiple jobs: speeding up delivery for time-sensitive purchases, offering access to entertainment, and providing exclusive deals. Amazon understands that people aren’t just buying products—they’re seeking convenience, speed, and access to a variety of services.

2. Airbnb

Airbnb has excelled in identifying customer jobs in the travel and accommodation market. Instead of focusing only on providing rooms, Airbnb’s team identified a broader job: "finding an authentic and comfortable place to stay when travelling." This led to features like customer reviews and the ability to choose from a wide range of properties that fit specific needs, such as family-friendly homes or pet-friendly accommodations.

3. Nike

Nike’s product development goes beyond merely selling sports apparel and equipment. The company has identified jobs such as "achieving personal fitness goals" or "feeling empowered and confident while working out". Their products, from shoes to clothing, serve the job of enabling customers to perform better and feel supported in their athletic journey.

Tackling Resistance from Teams

I can relate to this personally because I was the resisting party in this case. Introducing JTBD to your organisation can face some internal resistance, particularly from teams used to traditional product development approaches. Here’s how to break through this resistance and guide your teams to embrace the JTBD framework but most of all be patient and persistent:

1. Aligning on the Value

To get buy-in, it’s important to demonstrate the value of JTBD. Start by showing how JTBD helps clarify product direction and builds better customer alignment. Share real-world success stories, such as how Intuit or Intercom successfully implemented JTBD to solve customer problems in new ways.

Example: When implementing JTBD, you can highlight how Intercom improved its product messaging by shifting from a feature-oriented approach to focusing on solving specific customer problems, such as "delivering timely customer support". This shift allowed the company to align more closely with customer needs and boost product adoption.

2. Building Empathy

Resistance often comes from a lack of understanding about the customer’s true needs. Encourage team members to get closer to the customer. Take them to customer interviews, or allow them to experience the product in the customer’s context.

Example: At Slack, the product team spent extensive time observing how people use communication tools at work. This helped the team better understand the job of "keeping communication efficient without overwhelming users." This empathy ultimately led to key features like threaded conversations to avoid communication overload.

3. Involving Teams Early

JTBD should not be a top-down imposition. Instead, bring all relevant teams into the conversation early on. Involve product managers, designers, engineers, and marketers in defining the jobs and creating potential solutions. This ensures alignment and more creative ideas.

Example: At Spotify, cross-functional teams were involved from the beginning in identifying the core job of "discovering new music." This collaborative approach ensured that every department worked toward a unified vision, leading to successful features like personalised playlists and radio stations that fit users’ listening habits.

To Conclude

In today’s competitive product landscape, focusing on Jobs to Be Done is essential for creating products that truly serve customers. By framing products around the jobs customers need to complete, you can create better user experiences, unlock new growth opportunities, and achieve a better product-market fit.

Please please please remember, JTBD isn’t a one-time process—it’s an ongoing journey of listening to your customers, understanding their needs, and iterating on your product to continuously solve those needs in innovative ways. By shifting focus from features to outcomes, getting closer to the customer, and working collaboratively across teams, you can ensure that your products are not only meeting expectations but exceeding them.

If you're ready to take your product development to the next level, start by exploring the jobs your customers are trying to accomplish. Whether it's through customer interviews, iterative product design, or cross-functional teamwork, you’ll be well on your way to creating products that truly make an impact.