At this point, the jobs-to-be-done method is very similar to a design thinking process in its approach. If you consistently ask yourself the question "why", you also ask yourself why the customer does not buy a product. The "non consumption" - workarounds and improvised solutions
It is precisely this perspective that helps teams working with JTBD to achieve their "aha moments". The question of indirect goals, or the social and emotional aspects of a service, is the way to think outside the box. In contrast, emotional and social goals are often hidden in indirect goals, i.e., they elude superficial consideration. The functional benefit of a product pays off in terms of the customer's direct goal. The "advantage communication" shows the customer which functions the own product has in comparison to its competitors. Rather, the jobs-to-be-done framework sensitizes people to the fact that there are often hidden needs to use your service that go beyond purely functional benefits.Ĭontrary to this theory, many customer approaches focus on the functional benefits of a service. This does not mean that all three aspects are always addressed or that all aspects are always equally important. Jobs-to-be-done also assumes that there are functional, social or emotional aspects to completing a task. Functional, emotional and social dimensions This method assumes that the one cause becomes obvious after five consecutive "why" questions at the latest. To capture the indirect goals, for example, the 5-Why or the ' Why, How, What?' method is suitable. The indirect goals, on the other hand, are often hidden and become obvious only through close scrutiny. The direct goal is the superficial and obvious task. At this point it becomes clear where the name "Jobs-to-be-done" comes from.ĭirect and Indirect Goals of the Customerįrom the point of view of the JTBD method, the fulfillment of a task is associated with direct and indirect goals. Jobs-to-be-done at a glance - Why your customer buys a product or leaves it aloneĪt the core of jobs-to-be-done is the simple question of why the customer buys your product and what task they want to accomplish with your service. At the end of the article you will find links to books and articles by the two, in which they detail their understanding of the jobs-to-be-done method. While Jobs-to-be-done outlines the underlying framework, the OID method provides a concrete process for implementing Jobs Theory. Ulwick provided a plausible answer with the OID method and after a meeting of the two in 1999, the "Jobs Theory" was born.īoth Ulwick and Christensen have played a significant role in the development and current understanding of the jobs-to-be-done method.
However, he still did not find a satisfactory answer to the question of what exactly the innovative companies do differently. Christensen was able to use it to explain how established companies are forced out of the market by innovators. While Anthony Ulwick developed the "Outcome Driven Innovation (ODI)" method in the 1990s, Clayton Christensen coined the term disruptive innovation in his book "Innovators Dilemma" in the 1990s. The pioneers of the jobs-to-be-done framework are American innovation consultant Anthony W.
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