Jobs to Be Done (JTBD)¶

"People don't want a quarter-inch drill. They want a quarter-inch hole." — Theodore Levitt

Overview¶

Jobs to Be Done is a framework that shifts focus from what customers buy to why they buy it. Instead of studying demographics or product features, JTBD examines the progress people are trying to make in specific circumstances.

Key insight: Products are "hired" to do a job. When a product does the job well, customers "hire" it again. When it doesn't, they "fire" it and look for alternatives.

The Core Concept¶

A "job" is the progress a person is trying to make in a particular circumstance. Jobs have three dimensions:

Dimension	Description	Example
Functional	The practical task	"Transport me from A to B"
Emotional	How I want to feel	"Feel safe and in control"
Social	How I want to be perceived	"Appear successful to colleagues"

Most products are hired for a combination of all three dimensions. Understanding which dimensions matter most reveals what truly drives customer decisions.

Job Statements¶

A well-formed job statement follows this structure:

When [situation], I want to [motivation], so I can [expected outcome].

Examples:

Situation	Motivation	Expected Outcome
When I have 15 minutes between meetings	I want something quick to eat	So I can stay focused without getting hungry
When I'm planning a weekend trip	I want to see options without committing	So I can explore possibilities stress-free
When I'm onboarding new team members	I want to share context efficiently	So I can get them productive quickly

Anti-pattern to avoid: - ❌ "As a user, I want to filter products" (feature-focused) - ✅ "When I'm shopping for a specific item, I want to narrow down options quickly, so I can find what I need without wasting time" (job-focused)

The Forces of Progress¶

When people consider switching to a new solution, four forces influence their decision:

                    PUSH ────────────►  ◄──────── PULL
    (Problems with current)         (Appeal of new solution)

                              DECISION

                    ANXIETY ◄────────   ────────► HABIT
    (Fear of the new)                 (Comfort with existing)

Force	Direction	Description
Push	Toward change	Frustrations with the current situation
Pull	Toward change	Attraction to a new solution
Anxiety	Against change	Fears about the new solution
Habit	Against change	Comfort with existing behavior

To drive adoption, you must: 1. Increase push (highlight current pain) 2. Increase pull (demonstrate value) 3. Decrease anxiety (reduce risk, offer trials) 4. Decrease habit (make switching easy)

Switch Interviews¶

The most valuable JTBD research technique is the switch interview—interviewing people who recently switched to or from your product.

Why switches matter: - At the moment of switching, all four forces were active - Recent switchers remember the decision clearly - You learn what actually drove behavior, not hypothetical preferences

Key questions to explore:

Timeline	Focus
First thought	When did you first realize you needed something different?
Passive looking	How did you first learn about alternatives?
Active looking	What triggered you to seriously evaluate options?
Decision	What made you finally commit to switching?
First use	What was your experience when you first used the new solution?

Competing with Non-Consumption¶

Often your biggest competition isn't another product—it's doing nothing.

Example: A project management tool doesn't just compete with other PM tools. It competes with: - Spreadsheets - Email threads - Sticky notes - The "keep it all in my head" approach

Understanding non-consumption reveals why people aren't hiring any solution, and what would change their minds.

JTBD and UI Design¶

For AI agents designing interfaces, JTBD provides critical context:

JTBD Insight	UI Implication
Functional job is speed	Minimize steps, optimize for quick completion
Emotional job is confidence	Show progress, provide confirmation, reduce uncertainty
Social job is professionalism	Clean aesthetics, export/sharing capabilities
High anxiety	Progressive disclosure, undo capabilities, previews
Strong habits	Familiar patterns, gradual feature introduction

User Stories — How to capture jobs as actionable requirements
User Journeys — Mapping the full context around a job
Personas — JTBD-based personas focus on jobs, not demographics

References¶

Clayton Christensen, "Competing Against Luck" (2016)
Bob Moesta, "Demand-Side Sales 101" (2020)
Alan Klement, "When Coffee and Kale Compete" (2018)