1.
JobstobeDone
Creating real value for your customers by knowing their Jobs to
be Done.

2.
Jobs to be Done help you to create
real value for your customers, and
create a service they are willing to
pay a premium price for.

3.
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building

4.
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building

5.
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building

6.
Whatare
JobstobeDone?

7.
Wedefineajobastheprogress
thatapersonistryingtomake
inaparticularcircumstance.
Clayton Christensen, author of Innovators Dilemma

8.
It is about understanding what
causes people to hire the services
they do.

9.
What we hire depends upon our
goals and circumstances at that
time.

10.
A Job to be Done entails:
• Goal - the progress someone is trying to make
• Actions - what someone is doing to get there
• Pains - obstacles and unwanted outcomes
• Gains - factors helping to progress and positive outcomes

11.
Example:
• Goal - getting to work on time
• Actions - checking for traffic jams, taking the car, taking a faster route
• Pains - “There are always traffic jams”, “I can’t work in the car”
• Gains - “I can leave whenever I want”, “I have a moment on my own”

12.
Example:
• Goal - getting a good night’s sleep
• Actions - drinking chamomile tea, reading a book, setting an alarm, going
to bed
• Pains - “My neighbours have loud parties”, “Light early in the morning
wakes me up”, “Without enough sleep I can’t function well”
• Gains - “Sleeping well makes me more productive”, “It makes me less
stressed”, “A quiet evening schedule helps”

13.
Jobs to be Done
vs.
Actions

14.
“I want to mow the lawn.”
“I want to keep the grass short and tidy.”
vs.

15.
Youhavetodrilldeepandlookwide,
identifyingnotonlythefunctional,but
alsothesocialandemotionaldimensions.
Clayton Christensen, author of Innovators Dilemma

16.
Categorising Jobs to be
Done:
• Main Job to be Done - the progress someone is trying to make
• Related Job to be Done - goals in conjunction with the main JTBD
• Functional aspects - practical and objective requirements
• Emotional aspects
• Personal aspect - how one feels about the solution
• Social aspect - how one believes he/she is perceived using the solution

17.
Example:
• Main Job to be Done - getting to work in time
• Related Job to be Done - getting updated on the news
• Functional aspects - needs to get from A to B
• Emotional aspect
• Personal aspect - wants to have a moment on her own
• Social aspect - wants to be seen as a professional

18.
Example:
• Main Job to be Done - getting work done
• Related Job to be Done - getting food
• Functional aspects - place should have place to work, wifi, power outlets
• Emotional aspect
• Personal aspect - should make me feel comfortable
• Social aspect - should give me a sense of privacy

19.
Example:
• Main Job to be Done - getting to know interesting new people for network
• Related Job to be Done - getting inspired
• Functional aspects - should get me into contact with new people in my
field, should allow me to hold a conversation with these people
• Emotional aspect
• Personal aspect - should make me feel welcome
• Social aspect - should make me look competent in my field

20.
What service do we choose to hire?

21.
It depends upon your goals and our
environment

22.
Factors in our environment can act as:
• Pushes - pushing us to go look for another solution
• Pulls - convincing us to start using a new solution

23.
Example:
• Pushes - “there are too many traffic jams”
• Pulls - “I can work while sitting in the train!”

24.
Example:
• Pushes - “My phone’s battery keeps dying, it’s unreliable.”, “I
cannot install the latest apps”
• Pulls - “If it gets stolen I won’t lose a lot of money as it’s an
old phone anyway”, “I’d like to be able to store more”

25.
But there are counteracting forces…

26.
The Progress Forces Diagram

27.
The Progress Forces Diagram

28.
The Progress Forces Diagram

29.
The Progress Forces Diagram

30.
The Progress Forces Diagram

31.
Howtodiscover
JobstobeDone

32.
Good preparation is half the
work, what are we looking for?

33.
Finding out why people choose to
hire the products they do.

34.
Discovering the goals and
circumstances that influence these
choices.

35.
Focus on a hiring decision.

36.
Why did they hire that service?

37.
Big hires vs. Small hires

38.
Observing
• Behaviour is more reliable than opinion
• Environment tells a lot
• Noticing small details people often forget

39.
Interviewing
• Focus on past hiring decisions
• Find out what led up to the hire
• Discover emotional aspects
• The why?

40.
Make a timeline

41.
• Times
• Places
• People
• Actions
• Services
Ask for

42.
Source: jobstobedone.org

43.
Source: jobstobedone.org

44.
Source: jobstobedone.org

45.
Source: jobstobedone.org

46.
Source: jobstobedone.org

47.
Let’s take an example

48.
“We’re going to try to map out a typical day in your life, see when you listen to
music and why you do so at these moments.”

49.
“Could you describe yesterday? What did you do in the morning, in the
afternoon? Where did you go?”

50.
“Were you listening to music? When? Where were you?”

51.
“What were you listening to? Why?”

52.
“For how long did you use it?”

53.
“Did you do anything else while listening to music?”

54.
“What did you use to listen to music? Why?”

55.
“What did you use to listen to music? Why?”

56.
“What did you use to listen to music? Why?”
etc…

57.
You learn by doing.

58.
Long interviews
vs.
Short interviews

59.
Interviewing the right people
• Go to a spot where your customers are likely to be
• Interview people who have chosen to hire your product
• Attract interested people with an event or landing page
• Use a set of questions to filter out people

60.
Analysingdatato
uncoverJobstobeDone

61.
What are we looking for?

62.
To gain a deep understanding of people’s
lives, what progress they’re trying to make
and under what circumstances.

63.
Jobs to be Done:
• Goal - the progress someone is trying to make
• Actions - what someone is doing to get there
• Pains - obstacles and unwanted outcomes
• Gains - factors helping to progress and positive outcomes

64.
Jobs to be Done emerge from patterns across interviews.

65.
We perform a cluster analysis to find patterns in qualitative data.

66.
“The train is
often delayed”
“It’s not reliable”“It’s lost time”
“My transfer
times are too
short”
“I can’t work
because it’s too
busy to sit”
“I have too many
transfers”
Finding the common thread

67.
Hierarchical cluster analysis

68.
“I want
proper office
equipment”
“I want to
get the
information I
need”
“I want to get
my work done”
Hierarchies in Jobs to be Done

69.
Howtoimplement
JobstobeDone

70.
I have my Jobs to be Done:
Now what?

71.
Thejobspecisfromtheinnovator’spoint
ofview:WhatdoIneedtodesign,
develop,anddeliverinmynewproduct
offeringsothatitsolvestheconsumer’s
jobwell?
Clayton Christensen, author of Innovators Dilemma

72.
Experiment!
Can I replicate my findings in experiments?
• Create a landing page
• Check whether people are willing to pay

73.
If you’ve confirmed your findings…

74.
Identify opportunities for innovation
• Lots of pushes
• Cobbled up solutions
• Non-consuming

75.
Identify your real competitors

76.
Adapt your marketing
• Pick your channels
• Advertise with the Job to be Done you can solve
• Talk in the words of your customer

77.
Shape your customer journey
• Identify critical moments
• Take away obstacles
• Alleviate doubts

78.
We are standing on the shoulders of giants
Belowis alistofpeoplewewanttoattributeto:
Clayton Christensen
• CompetingAgainstLuck
Steve Blank
• CustomerDevelopment
Tony Ulwick
• Jobs tobeDone:TheorytoPractice
Alan Klement
• WhenCoffeeand KaleCompete
Chris Spiek
• UnpackingTheProgressMaking ForcesDiagram(jobstobedone.org)
• TheJobs-to-be-DoneMattressInterviews (jobstobedone.org)

79.
Thanks.
EvelienAl
evelien@firmhouse.com