What is the jobs-to-be-done framework?
Last updated: October 2024
The jobs-to-be-done (JTBD) framework is a prioritization tool that helps product managers better understand and empathize with customers. The emphasis is on delivering meaningful product experiences based on specific jobs customers need to complete. (You can think of a job as any action a user wants to take.)
Using a framework like JTBD can help you make more informed decisions about what to build next. The JTBD framework gives product teams a methodical way to think through the underlying reasons why people choose (or do not choose) a product or service. The ultimate goal is to improve the user experience and deliver greater value to customers.
In this guide, we will walk through the fundamentals of the JTBD framework. Explore how it works in practice — then use our JTBD framework template to try it on your own. This template is available for whiteboards in Aha! software.
Try the JTBD template in Aha! software.
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Principles of the jobs-to-be-done framework
JTBD practitioners have written lots of in-depth content on the theory and principles underlying the framework. For the purposes of this guide, we will take a high-level view of the most important concepts so you can decide whether you want to apply any of them to your product development work.
As a product manager, you have a variety of methodologies you can use to home in on what customers need and how you can help them achieve their goals. What makes JTBD unique (compared to similar business model exercises or product prioritization frameworks) is its emphasis on delivering customer-centric outcomes.
According to the JTBD framework, the way to accomplish this is to internalize your customers' motivations — the results they are trying to attain, how they want to feel while using your product, and how they measure success when completing a job.
This translates to the nine core tenets behind the JTBD theory:
People buy products and services to get a “job” done.
Jobs are functional, with emotional and social components.
A job-to-be-done is stable over time.
A job-to-be-done is solution-agnostic.
Success comes from making the "job," rather than the product or the customer, the unit of analysis.
A deep understanding of the customer's "job" makes marketing more effective and innovation far more predictable.
People want products and services that will help them get a job done better and/or more cheaply.
People seek out products and services that enable them to get the entire job done on a single platform.
Innovation becomes predictable when "needs" are defined as the metrics customers use to measure success when getting the job done.
There are some overlaps between the JTBD framework and other approaches to product building and prioritization, such as contextual design, design thinking, user personas, and journey maps. Some critics complain that JTBD is really no different from what product builders have been doing since the early days of computer science: seeking to understand how users interact with technology to achieve their goals. However, the framework's supporters contend its benefits lie in its clear principles and processes.
What is a job-to-be-done statement?
The JTBD framework is complex — it encompasses several theories and concepts. But the simplest way to begin capturing exactly what customers want to do is by writing a job-to-be-done statement. This is a short, precise sentence that explains the job and desired outcome from the customer's perspective. This statement can convey what customers want to accomplish or a problem they need to solve.
Here is the basic format of a job-to-be-done statement:
[Verb] + [Object] + [Context]
In the case of a fitness app, for example, you might fill in the blanks to say, "improve physical health to live longer " or "increase strength to boost endurance." This conveys that users want a product to help them complete these jobs and achieve the outcome of better fitness. Defining jobs like these is the basis for using the JTBD framework.
JTBD framework components: Job types, steps, and outcomes
You will define numerous jobs when working with the JTBD framework. (Customers rarely use products to do just one thing.) The framework will help you categorize and map out different jobs so you can dig into what customers need to accomplish from several areas.
According to JTBD theory, there are six types of jobs that you should consider to get a full perspective of what customers truly need. Here is an overview of those job types using our earlier example of a fitness app:
Job type | Example |
Core functional job-to-be-done | What the customer is trying to do (for example, tracking daily workouts in a mobile app) |
Desired outcomes tied to the core functional job-to-be-done | The result the customer wants to accomplish as a consequence of doing the job (such as improving fitness or lowering body fat percentage) |
Related jobs | Secondary or tertiary objectives the customer is trying to achieve (for instance, monitoring exercise frequency or connecting with fitness-minded friends) |
Emotional and social jobs | How the customer wants to feel when completing the core functional job (such as competent, accomplished, or calm) |
Consumption chain jobs | How the customer learns to use the product and interacts with customer-facing groups such as support (for example, asking a question or seeking help for a problem that occurs when using the app) |
Buyer's financial desired outcomes | What the buyer considers before making a purchase, including financial goals or metrics that must be met (remember that the person deciding whether to make the purchase might not be the actual user) |
In addition to these job types, there are also eight steps that jobs move through — from definition to completion. When using the JTBD framework, you will map out customer needs at each step for your core functional job-to-be-done. This can help your product team pinpoint where friction or unmet expectations exist in your customer's journey to complete the job. Here is a brief overview of these steps:
Define: The customer identifies what they need to accomplish and why it matters.
Locate: The customer researches and gathers the necessary resources to perform the job.
Prepare: The customer sets up the environment to begin the job.
Confirm: Before starting the job, the customer ensures everything is ready to go.
Execute: The customer begins performing the job, putting plans into action to achieve the desired outcome.
Monitor: The customer checks progress to ensure that the job is going as planned.
Modify: If obstacles arise, the customer adjusts their approach.
Conclude: The customer completes the job and assesses the outcome.
Once you have mapped out jobs across these eight steps, you will examine the outcomes. Your team should consider how customers feel about using your product to complete jobs and how well the outcomes meet their initial needs.
The JTBD framework outlines five types of outcomes, each of which presents unique opportunities to take action with your product:
Job outcome | Description | Product opportunity |
Appropriately served | Needs are well met. | Continue with the status quo for this job. |
Overserved | Needs are met in excess, beyond what customers care about. | Simplify offering in this area to reduce cost or complexity. |
Table stakes | Needs can be satisfied with alternate solutions that are available. | Ensure these basic-level needs are met first in order to compete in the market, then consider how to differentiate your offering. |
Irrelevant | Needs no longer matter. | Stop addressing and divert resources to what matters most. |
Underserved | Needs are not fully met. | Consider new features or enhancements to add more value. |
The JTBD framework can be complex to grasp. But understanding how to define different types of jobs, steps, and outcomes is a good place to start. This exercise will help you grasp the fundamental benefits of the framework (do not forget to use a template for an extra boost and check out the complete JTBD example below).
Why use the jobs-to-be-done framework (and why not)?
There are at least a dozen common product prioritization frameworks — so why should you choose JTBD? Many product teams struggle to build customer empathy. It can be tempting to forge ahead on the ideas you are most excited about without pausing to fully consider whether your customers will be excited about them, too. If you are struggling to connect with your users in this way, then the JTBD framework is a good one to try. It encourages you to slow down and dig into customers' needs first.
But some folks choose not to use JTBD because it can be a high-level, abstract, and time-consuming endeavor. A lot of customer research is necessary to fully complete the framework, and it can be challenging to translate customer "jobs" into concrete functionality. It also does not account for other prioritization factors that matter — such as the effort required to build new features. (The RICE framework or a product value score are two examples that provide a more well-rounded view.)
Like any approach, the JTBD framework has its pros and cons. Remember that you might want to borrow elements from multiple frameworks as you move through product development, or even create your own. It depends on you and what works best for your product team.
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