The document provides an introduction to the Jobs To Be Done (JTBD) framework for understanding customer needs and driving innovation. It discusses that traditional customer data focuses on solutions, specifications, needs and benefits, which often leads to failure because customers buy products to get jobs done. The JTBD process involves identifying the jobs customers want done, mapping the steps, identifying outcomes, prioritizing outcomes by importance and satisfaction to uncover opportunities for new products or improvements.

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JTBDAn Intro To The Jobs To Be Done Framework
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CONTENTS
• INTRODUCTION
• OUTCOME DRIVEN INNOVATION
• WHAT DO CUSTOMER REALLY WANT ?
• WHY FOCUS ON THE JOB ?
• THE JTBD PROCESS

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INTRODUCTION
ME
• Engineer turned product manager
• Consumer (HP, Energizer) and Commercial (Boeing, Parker Hannifin,
Hussmann)
• 20+ Years
MY COMPANY
• $1+ Billion Company that is part of Panasonic
• Global
• Advanced Refrigeration Technology
• Formal NPD processes
• Starting to use ODI and JTBD

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OUTCOME DRIVEN INNOVATION
A fancy name for a surprisingly simple idea:
“people buy products and services to get jobs done. As people
complete these jobs, they have certain measurable results or outcomes
that they are attempting to achieve. These link a company's value
creation (product development) activities to customer-defined
metrics.”

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Traditional types of info gathered from customers:
1. Solution
2. Specifications
3. Needs
4. Benefits
FOOLING OURSELVES
Number of Product Developers who
believed they were gathering the
right data from customers for new
product development
72%
OUTCOME DRIVEN INNOVATION
The problem with these data types is that they:
1. Rely on trying to translate customer language
2. Assume the customer has significant technical knowledge
3. Think the customer already knows the solution – we just need to figure out how
to make it
4. Are often really imprecise
Number of new product launches
that fail to become profitable and
ultimately are discontinued or
withdrawn from the market
40%

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Myth 2Myth 1 Myth 3 Myth 4
Customer Don’t Know
What They Want
Customers Can’t Articulate
Their Needs
Customers Have Latent
( not visible or known)
Needs
Customer Requirements
Change Over Time
Innovation Myths:
OUTCOME DRIVEN INNOVATION

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Myth 1
Customer Don’t Know
What They Want
Innovation Myths:
Customers DO know what they want – but they don’t
always (rarely) know how to get it… that’s part of our
job
OUTCOME DRIVEN INNOVATION

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Myth 2
Customer can’t articulate
their needs
Again, customers are often very good and telling us
what they want. This goes to understanding what they
want… a drill or a hole
Innovation Myths:
OUTCOME DRIVEN INNOVATION

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Myth 3
Customers have latent
(unknown or invisible)
needs
What customers want – the ultimate outcome – is
usually quite apparent. But what is latent are the jobs
that need to be done to achieve that outcome
Innovation Myths:
OUTCOME DRIVEN INNOVATION

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Myth 4
Customer requirements
change over time
The desired outcomes, and the jobs to be done to
achieve those outcomes don’t change over time. What
changes is how we get those jobs done and achieve
those outcomes.
Innovation Myths:
OUTCOME DRIVEN INNOVATION

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So, here we are. Rather than focusing initially on what product attributes a
customer is looking for (faster, stronger, larger..etc) we should be focusing on what
outcomes they value.
So what are these outcomes… Outcomes:
• Are the fundamental metrics used by customers to measure success when getting a job done
• Are used by customers to assess the value of one product/service over another
• Can be captured in markets where products and competitors do not yet exist, e.g., white spaces, blue
oceans, etc.
• Are the key to discovering opportunities for core market growth and disruptive innovation
• Are integral to all downstream innovation tasks, e.g., identifying opportunities, segmenting markets,
evaluating ideas, etc.
OUTCOME DRIVEN INNOVATION

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WHAT DO CUSTOMERS WANT ?
ODI
=
WHAT CUSTOMERS WANT

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WHAT DO CUSTOMERS WANT ?
You’ve All
Probably Seen
These
Examples, But
They Bear
Repeating

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THIS or
14
THIS
WHAT DO CUSTOMERS WANT ?

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THIS or
15
THIS
WHAT DO CUSTOMERS WANT ?

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THIS or
16
THIS
WHAT DO CUSTOMERS WANT ?

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THIS or
17
THIS
WHAT DO CUSTOMERS WANT ?

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A Hole Saved Memories Enjoyed Music A Healthy Garden
WHAT DO CUSTOMERS WANT ?
These are the jobs that need to get done. These are the jobs we need to figure out how to do better than anyone else

19. SAME JOB
SOLVED DIFFERENT WAYS
image source: intercom.ioblog

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WHY FOCUS ON THE JOB ?
“When you identify what people truly
use your product to accomplish, you
protect yourself from competition”
Clayton Christensen

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Jobs are “timeless”. The job doesn’t change (storing music in the example below), just the way
in which the job is accomplished. Over time it’s the solution that get’s the job done BETTER
that wins…
WHY FOCUS ON THE JOB ?

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What a drill does:
1. Drills holes
2. Tighten/Loosen things
3. Spin things placed in the chuck
DRILL
WHY FOCUS ON THE JOB ?
Let’s go back to one of our earlier examples:
Product Focus
What a drill is used for:
1. Hanging pictures
2. Fixing a chair
3. Building a swing set
4. Sharpening a knife
5. Polishing a car
6. Putting a toy together
7. Fixing a car
8. Fixing a bike
9. ……
10. ……
Job Focus

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JOBS ARE TIMELESS
The need to hang a picture, fix a chair, build something, and so on doesn’t
change significantly over time.
YOUR COMPETITION IS NOT JUST OTHER DRILLS…IT’S ANYTHING THAT CAN GET THE JOB DONE…
WHY FOCUS ON THE JOB ?

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JTBD PROCESS

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JTBD PROCESS
Each process represents the
various activities that need to
be accomplished for each job
Customers intrinsically use
“metrics” to determine if the
job was “done right”
These metrics are the
outcomes that the customer
is seeking. Otherwise know
as the customer’s needs

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JTBD PROCESS
Build a job activity (or
process) map that outlines
all the steps in the job
Construct a series of
questions - precise and
measureable – to help
reveal desired outcomes
Create a measureable scale
to have customers rate the
significance /importance of
these activities
Use the scale to reveal
those outcomes that rank
highest in “importance”
and “satisfaction”
We now have a ranked
priority of unmet
(important but unsatisfied)
outcomes that we can
begin working on
STEP 01 STEP 02 STEP 03 STEP 04 STEP 05
A step “0.1” could be to identify your focus market. For our purposes I am going to assume that we’ve
already done that.

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Identify the jobs customers are
trying to get done for your target
market.
STEP 1
JTBD PROCESS
Identify the process steps for each
of these jobs
Each of these process steps will
have outcomes. Outcomes can be
functional and emotional

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Create question that limit variability
STEP 2
JTBD PROCESS
Create questions can prompt a
specific course of action
Create questions that are open to
interpretation
Outcome Statement Format
Direction Unit of Measure Outcome Desired
Minimize or Maximize Time, Number, or
Likelihood
Task Completed or Issue
Avoided
“MINIMIZE THE AMOUNT OF TIME NEEDED TO CONFIGURE THE SOFTWARE”

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Create a rating scale to allow
customers to help you assign
priorities
STEP 3
JTBD PROCESS
Create scales for importance and
satisfaction (with the current
solution)
Use these scale to create a score
that helps highlight those outcomes
that are important, but not well
satisfied
Outcome Importance Satisfaction Opportunity
Minimize time it
takes to change
blade
5 8 2
Increase
accuracy of saw
blade
calculations
8 2 14
Minimize time it
takes to set the
blade to desired
depth
6 3 9
Opportunity = (Imp*2) - sat

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Using an opportunity map, visualize
those spots where underserved
(important but unsatisfied)
opportunities exist
STEP 4
JTBD PROCESS
STEP 5
Use these underserved
opportunities to feed into your
product development process

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ACKNOWLEDGEMENTS
Strategyn UK – Job Mapping graphics from April 2009 Presentation
Clayton Christensen – ODI theory, “The Innovators Dilemma”, “The Innovators Solution”
“What Customers Want” – Anthony Ulwick
“How To Know What Your Customers Really Want “- Pandith Jantakahalli presentation
“New Product Blueprinting”- Dan Adams

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CONTACT ME
PHONE
636-221-4368
E-MAIL
jerry.fix@gmail.com
WEBSITE
www.jeromefix.com