The concept of a “job” in “Jobs-To-Be-Done” is neatly encapsulated by a oft-quoted line from Theodore Levitt:
“People want a quarter-inch hole, not a quarter inch drill”.
Even so, Don Norman pointed out that perhaps Levitt “stopped too soon” at what the real customer goal might be. In the “The Design of Everyday Things”, he wrote:
“Levitt’s example of the drill implying that the goal is really a hole is only partially correct, however. When people go to a store to buy a drill, that is not their real goal. But why would anyone want a quarter-inch hole? Clearly that is an intermediate goal. Perhaps they wanted to hang shelves on the wall. Levitt stopped too soon. Once you realize that they don’t really want the drill, you realize that perhaps they don’t really want the hole, either: they want to install their bookshelves. Why not develop methods that don’t require holes? Or perhaps books that don’t require bookshelves.”
In other words, a “job” in JTBD lingo is a way to express a user need or provide a customer-centric problem frame that’s independent of a solution. As Tony Ulwick says:
“A job is stable, it doesn’t change over time.”
Example:
An example of a job is “tiding you over from breakfast to lunch.” You could hire a donut, a flapjack or a banana for that mid-morning snack—whatever does the job. If you can arrive at a clearly identified primary job (and likely some secondary ones too), you can be more creative in how you come up with an effective solution while keeping the customer problem in focus.
So far so good: it’s relatively simple to understand what a job is, once you understand how it’s different from a “task”. Business consultant and Harvard professor Clay Christensen talks about the concept of “hiring” a product to do a “job”, and firing it when something better comes along. If you’re a company that focuses solutions on the customer job, you’re more likely to succeed. You’ll find these concepts often referred to as “Jobs-to-be-Done theory”. But the application of Jobs-to-Be-Done theory is a little more complicated; it comprises several related approaches.
I particularly like Jim Kalbach’s description of how JTBD is a “lens through which to understand value creation”. But it is also more. In my view, it’s a family of frameworks and methods—and perhaps even a philosophy.
Tony Ulwick’s version of the JTBD history began with Outcome Driven Innovation (ODI), and this approach is best outlined in his seminal article published in the Harvard Business Review in 2002. To understand his more current JTBD approach in his new book “Jobs to Be Done: Theory to Practice”, I actually found it beneficial to read his approach in the original 2002 article for a clearer reference point.