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Applying the JTBD
Needs Framework
© Copyright, Strategyn 2020. All rights reserved.
Product teams struggle to align on
the best path to growth.
Problem
Use the JTBD Needs Framework to
put companies on the most
efficient path to growth.
Solution
The 3 types of
customers
There are people who use the product,
people who support the product
throughout its lifecycle, and people
who buy the product.
The people who use products and services to get
a job done. When we say people buy products to
get a “job” done, we are referring to the job of the
job executor.
People (customers) who help support the product
throughout its lifecycle. For example, they may
help install, set up, maintain, repair, upgrade, or
dispose of the product.
The person responsible for
executing the “buying” job: using
financial criteria to evaluate
alternative offerings and deciding
which to buy. The economic buyer.
The 5 types of
“Jobs”
Each customer type has different jobs
they are trying to get done.
Related
Jobs
Emotional
Jobs
Financial
Metrics
The underlying job an job executor is trying to
get done, and the focal point around which a
market is defined.
Functional jobs the end
user is trying to get done
in conjunction with the
core functional job.
Statements that describe
the way customers want
to be perceived or feel
when executing a core
functional job.
The jobs that the product lifecycle support team
must get done throughout the product lifecycle.
The job the purchase
decision maker is
trying to get done
when approving the
acquisition of a
product or service.
Financial
Job
Job steps
The core job and consumption chain
jobs are often studied and analyzed at
the job step level.
One of many steps in a functional job. A Job
Map is comprised of multiple job steps—
typically between 6 and 20+.
One of many steps in a consumption chain job.
A Job Map is comprised of multiple job steps—
typically between 6 and 15+.
Financial
Job
Desired
outcomes
A complete set of specially structured
need statements (often totaling 75 or
more) that instruct innovators on all
the ways they can help people get a
job done better.
Financial
Job
Functional outcomes that are tied directly to
the execution of the core functional job.
Functional outcomes that are tied directly to
the execution of consumption chain jobs.
Financial outcomes that relate to
cost and overall performance
Core job, job steps, and desired outcomes
Job Step 1 Job Step 2 Job Step 3 Job Step 4 Job Step 5 Job Step....n
The Job-to-be-Done
Outcome 1
Outcome 2
Outcome 3
Outcome…n
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Outcome
Core job, job steps, and desired outcomes
A medical device company wants to create products that help surgeons get a job done better.
Establish initial access
Gain visual access to the
target structure
Define the pathway to the
target structure
Remove an anatomical
structure surgically
1. Minimize the time it takes to gain access through the
dermal layers
2. Minimize the time it takes to gain access through fascial
layers
3. Minimize the time it takes to gain access through fat layers
4. Minimize the time it takes to gain access through muscle
layers
5. Minimize the likelihood of damaging non-targeted
structures when making initial access, e.g., organs,
neurovascular structures, etc.
6. Minimize the time it takes to stop any bleeding that occurs
when gaining access
7. Minimize the likelihood that bleeding disrupts access to the
targeted structure, e.g., from muscle, small vessels, etc.
8. Minimize the time it takes to mobilize structures bound
by adhesions that block access to the targeted structure
9. Minimize the likelihood of damaging structures when
separating them from adhesions
10. Minimize the time it takes to move an adjacent structure
out of the visual field
11. Minimize the likelihood of damaging structures adjacent
to each other when separating them
12. Minimize the likelihood of impairing the function of
another structure while gaining access to the target
structure, e.g., organ function, blood flow, etc.
13. Minimize the time it takes to clear byproducts of
establishing access from the surgical field,
14. Minimize the likelihood of damaging tissues when
gaining access to the target structure, e.g., blood
vessels, organs, muscle, etc.
15. Minimize the time it takes to verify the location of the
target structure
16. Minimize the time it takes to determine if an abnormality
is present in tissues around the target structure, e.g.,
tumor, metastatic disease, restricted blood flow, etc.
17. Minimize the time it takes to identify anomalies in the
anatomy, e.g., variations in attachments, size, etc.
18. Minimize the time it takes to identify the physical location of
the critical non-targeted structures that exist along the
pathway
19. Minimize the time it takes to confirm that the procedure
plan is feasible, e.g., target structure can be excised,
adhesions will not prevent access to the target structure,
etc.
20. Minimize the likelihood of damaging blood vessels along
the pathway to the target structure
21. Minimize the time it takes to determine where non-targeted
structures should be separated from the target structure,
e.g., ducts, ligaments, pedicles, etc.
1 2 3
Core job, job steps, and desired outcomes
A medical device company wants to create products that help surgeons get a job done better.
Navigate through barriers
to the target structure
Terminate the blood
supply to the target
structure
Mobilize the target
structure from
unexpected attachments
Remove an anatomical
structure surgically
22. Minimize the time it takes to mobilize critical non-targeted
structures along the pathway that are not bound by
adhesions
23. Minimize the likelihood of causing irreversible collateral
damage to a structure that permanently alters the
patient’s normal function
24. Minimize the likelihood that an unexpected attachment
prevents gaining access to the target structure from the
existing workspace, e.g., adhesions, pathological
attachment, etc.
25. Minimize the time it takes to isolate the blood vessels
that feed the target structure
26. Minimize the time takes to locate the vessels that are
feeding the target structure
27. Minimize the likelihood that bleeding occurs when
terminating the blood supply to the targeted structure
28. Minimize the time it takes to transect all the blood
vessels feeding the it takes to stop the bleeding that
results from transecting blood vessels feeding the target
structure
29. Minimize the likelihood that reduced blood flow through
the remnant structure results in tissue damage
30. Minimize the time it takes to verify that a hard to reach
blood vessel is permanently sealed
31. Minimize the likelihood of compromising a sample of the
target structure that is intended for analysis
32. Minimize the time it takes to determine if further actions
should be taken on targeted tissues due to pathological
analysis
33. Minimize the time it takes to determine where to separate
the unexpected attachments to the target structure, e.g.,
tissue plane to push apart, tissue to dissect, etc.
34. Minimize the likelihood of fluid loss when mobilizing the
target structure from an unexpected attachment, e.g.,
bleeding, lymph, etc.
35. Minimize the time it takes to separate all the unexpected
attachments to the target structure
36. Minimize the likelihood of damaging any structures when
mobilizing the target structure from unexpected
attachments.
37. Minimize the likelihood of disrupting the integrity of the
target structure when mobilizing it from an unexpected
attachment, e.g., spilling, breaking, etc.
38. Minimize the likelihood of interrupting fluid flow in a
targeted structure when mobilizing it from an unexpected
attachment, e.g., blood, lymph fluids, etc.
39. Minimize the time it takes to stop bleeding that results from
mobilizing the target structure from unexpected
attachments, e.g., target structure, remnant structure, etc.
4 5 6
Core job, job steps, and desired outcomes
A medical device company wants to create products that help surgeons get a job done better.
Detach expected
attachments from the
target structure
Remove the target
structure
Repair or reconstruct the
remnant structure
Remove an anatomical
structure surgically
40. Minimize the time it takes to isolate the expected
attachments to the target structure
41. Minimize the likelihood of fluid loss when detaching expected
attachments from the target structure
42. Minimize the time it takes to detach all the expected
attachments to the target structure
43. Minimize the time it takes to detach an expected attachment
from the target structure when the natural tissue plane is not
accessible
44. Minimize the likelihood of bleeding when detaching the
expected attachments from the target structure
45. Minimize the likelihood of fluid loss from a structure that has
been detached from an expected attachment
46. Minimize the likelihood of interrupting fluid flow in a structure
when detaching it from an expected attachment,
47. Minimize the likelihood of disrupting the integrity of the target
structure when detaching it from expected attachments
48. Minimize the likelihood of damaging the remnant structure
when detaching expected attachments from the target
structure, e.g., vessel, tissue damage, etc.
49. Minimize the time it takes to determine the pathway for
removal of the detached target structure
50. Minimize the time it takes to determine if the detached
target structure requires resizing to be removed
51. Minimize the time it takes to isolate the excised target
structure that is to be removed
52. Minimize the time it takes to capture the excised target
structure for removal
53. Minimize the time it takes to confirm that the target
structure is cancerous
54. Minimize the time it takes to confirm that all the
cancerous tissue has been removed from the remnant
structures
55. Minimize the likelihood that the detached target structure
contaminates surrounding structures while it is being
removed, e.g., with cancer cells, infected cells, etc.
56. Minimize the likelihood of disrupting the integrity of the
detached target structure while removing it
57. Minimize the likelihood of enlarging the access site when
removing the detached target structure
58. Minimize the likelihood of contaminating the access site
when removing the detached target structure
59. Minimize the time it takes to position the remnant structure
for repair
60. Minimize the time it takes to repair the remnant structure
61. Minimize the time it takes to verify that remnant structure is
sealed after repair/reconstruction, e.g., remnant structure,
natural structure, etc.
62. Minimize the likelihood of leakage from the
repaired/reconstructed remnant structure
63. Minimize the likelihood of delaying reestablishment of
normal function to the remnant structure due to over-
manipulation of other adjacent structures
64. Minimize the likelihood that postoperative integrity failure
occurs at the repair/reconstruction site
65. Minimize the likelihood that adhesions form on the
repaired/reconstructed remnant structure
7 8 9
The JTBD Needs
Framework
A model of a market ecosystem that
shows the relationship between the types
of customers that exist, the jobs they are
trying to get done, and their desired
outcomes.
Financial
Job
We have applied the Outcome-Driven Innovation
process in:
• Over 1000 markets
• Over 30 industries
• All business sizes
• Over 1/3 of the Fortune 100 companies
And have helped our clients generate over 20 billion
in new revenue—with a success rate that is 5X the
industry average.
A home siding manufacturer
wants to extend its reach
into the home siding market.
Management wants to
identify opportunities across
the ecosystem of
customers.
A drug infusion pump
manufacturer wants to
better satisfy the needs of
its 3 key customers
(caregivers, pharmacists,
and biomeds), and look for
a way to differentiate
themselves from the
competition.
A web platform software
company wants to grow
(gain market share) in its
core market. At the same
time, it wants to identify
attractive adjacent markets
to enter.
A new entrant into the
electric vehicle market
wants to determine how to
best differentiate itself from
the market leaders and find
the best path to market
entry.
A test equipment
manufacturer wants to
formulate and deploy a
digitalization strategy that
will help design and test
engineers get their jobs
done better.
A medical device company
has a technology that it
believes could help it beat
the competition in an
established market. They
want to evaluate the likely
success of market entry
with that technology.
A software company that
sells many software
products wants to improve
the user experience. They
often hear about customer
setup issues and difficulty
in learning how to use the
products.
A software company
receives feature requests
from customers through the
sales team. The
development team needs a
way to prioritize the
requests—and wants to
avoid adding features
that are poorly received.
A recent entrant into the
nutrition bar market (protein,
power bars, etc.) wants to
better understand what
people like about their
products and use the
insights to generate more
demand.
A bricks-and-mortar retailer
wants to understand the
consumers buying job: the
process that people go
through to choose and
purchase a product—and
determine how to
compete more
effectively against
online retailers.
Other scenarios:
• 2-sided markets
• Sell components to an OEM
Product strategy
When focused on the “front end of
innovation,” product planners, strategists,
upstream marketers, etc. are trying to
conceptualize products and services that
are certain to win in the market.
Financial
Job
CX strategy
When focused on product development,
designers and developers are trying to
enhance the user’s product experience as
it is supported through its lifecycle.
Financial
Job
Go-to-market
strategy
When focused on product launch, the
marketing and sales team is trying to
formulate a go-to-market strategy that
resonates soundly with the economic
buyer.
Financial
Job
Q&A
Free e-book and audiobook at:
Jobs-to-be-done-book.com
Contact info@Strategyn.com to
arrange for a discussion on how to
apply ODI to your market
You can reach me at
ulwick@strategyn.com

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BoSON22 | Tony Ulwick | The ‘JTBD Needs’ Framework

  • 1. Applying the JTBD Needs Framework © Copyright, Strategyn 2020. All rights reserved.
  • 2. Product teams struggle to align on the best path to growth. Problem
  • 3. Use the JTBD Needs Framework to put companies on the most efficient path to growth. Solution
  • 4. The 3 types of customers There are people who use the product, people who support the product throughout its lifecycle, and people who buy the product. The people who use products and services to get a job done. When we say people buy products to get a “job” done, we are referring to the job of the job executor. People (customers) who help support the product throughout its lifecycle. For example, they may help install, set up, maintain, repair, upgrade, or dispose of the product. The person responsible for executing the “buying” job: using financial criteria to evaluate alternative offerings and deciding which to buy. The economic buyer.
  • 5. The 5 types of “Jobs” Each customer type has different jobs they are trying to get done. Related Jobs Emotional Jobs Financial Metrics The underlying job an job executor is trying to get done, and the focal point around which a market is defined. Functional jobs the end user is trying to get done in conjunction with the core functional job. Statements that describe the way customers want to be perceived or feel when executing a core functional job. The jobs that the product lifecycle support team must get done throughout the product lifecycle. The job the purchase decision maker is trying to get done when approving the acquisition of a product or service. Financial Job
  • 6. Job steps The core job and consumption chain jobs are often studied and analyzed at the job step level. One of many steps in a functional job. A Job Map is comprised of multiple job steps— typically between 6 and 20+. One of many steps in a consumption chain job. A Job Map is comprised of multiple job steps— typically between 6 and 15+. Financial Job
  • 7. Desired outcomes A complete set of specially structured need statements (often totaling 75 or more) that instruct innovators on all the ways they can help people get a job done better. Financial Job Functional outcomes that are tied directly to the execution of the core functional job. Functional outcomes that are tied directly to the execution of consumption chain jobs. Financial outcomes that relate to cost and overall performance
  • 8. Core job, job steps, and desired outcomes Job Step 1 Job Step 2 Job Step 3 Job Step 4 Job Step 5 Job Step....n The Job-to-be-Done Outcome 1 Outcome 2 Outcome 3 Outcome…n Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome Outcome
  • 9. Core job, job steps, and desired outcomes A medical device company wants to create products that help surgeons get a job done better. Establish initial access Gain visual access to the target structure Define the pathway to the target structure Remove an anatomical structure surgically 1. Minimize the time it takes to gain access through the dermal layers 2. Minimize the time it takes to gain access through fascial layers 3. Minimize the time it takes to gain access through fat layers 4. Minimize the time it takes to gain access through muscle layers 5. Minimize the likelihood of damaging non-targeted structures when making initial access, e.g., organs, neurovascular structures, etc. 6. Minimize the time it takes to stop any bleeding that occurs when gaining access 7. Minimize the likelihood that bleeding disrupts access to the targeted structure, e.g., from muscle, small vessels, etc. 8. Minimize the time it takes to mobilize structures bound by adhesions that block access to the targeted structure 9. Minimize the likelihood of damaging structures when separating them from adhesions 10. Minimize the time it takes to move an adjacent structure out of the visual field 11. Minimize the likelihood of damaging structures adjacent to each other when separating them 12. Minimize the likelihood of impairing the function of another structure while gaining access to the target structure, e.g., organ function, blood flow, etc. 13. Minimize the time it takes to clear byproducts of establishing access from the surgical field, 14. Minimize the likelihood of damaging tissues when gaining access to the target structure, e.g., blood vessels, organs, muscle, etc. 15. Minimize the time it takes to verify the location of the target structure 16. Minimize the time it takes to determine if an abnormality is present in tissues around the target structure, e.g., tumor, metastatic disease, restricted blood flow, etc. 17. Minimize the time it takes to identify anomalies in the anatomy, e.g., variations in attachments, size, etc. 18. Minimize the time it takes to identify the physical location of the critical non-targeted structures that exist along the pathway 19. Minimize the time it takes to confirm that the procedure plan is feasible, e.g., target structure can be excised, adhesions will not prevent access to the target structure, etc. 20. Minimize the likelihood of damaging blood vessels along the pathway to the target structure 21. Minimize the time it takes to determine where non-targeted structures should be separated from the target structure, e.g., ducts, ligaments, pedicles, etc. 1 2 3
  • 10. Core job, job steps, and desired outcomes A medical device company wants to create products that help surgeons get a job done better. Navigate through barriers to the target structure Terminate the blood supply to the target structure Mobilize the target structure from unexpected attachments Remove an anatomical structure surgically 22. Minimize the time it takes to mobilize critical non-targeted structures along the pathway that are not bound by adhesions 23. Minimize the likelihood of causing irreversible collateral damage to a structure that permanently alters the patient’s normal function 24. Minimize the likelihood that an unexpected attachment prevents gaining access to the target structure from the existing workspace, e.g., adhesions, pathological attachment, etc. 25. Minimize the time it takes to isolate the blood vessels that feed the target structure 26. Minimize the time takes to locate the vessels that are feeding the target structure 27. Minimize the likelihood that bleeding occurs when terminating the blood supply to the targeted structure 28. Minimize the time it takes to transect all the blood vessels feeding the it takes to stop the bleeding that results from transecting blood vessels feeding the target structure 29. Minimize the likelihood that reduced blood flow through the remnant structure results in tissue damage 30. Minimize the time it takes to verify that a hard to reach blood vessel is permanently sealed 31. Minimize the likelihood of compromising a sample of the target structure that is intended for analysis 32. Minimize the time it takes to determine if further actions should be taken on targeted tissues due to pathological analysis 33. Minimize the time it takes to determine where to separate the unexpected attachments to the target structure, e.g., tissue plane to push apart, tissue to dissect, etc. 34. Minimize the likelihood of fluid loss when mobilizing the target structure from an unexpected attachment, e.g., bleeding, lymph, etc. 35. Minimize the time it takes to separate all the unexpected attachments to the target structure 36. Minimize the likelihood of damaging any structures when mobilizing the target structure from unexpected attachments. 37. Minimize the likelihood of disrupting the integrity of the target structure when mobilizing it from an unexpected attachment, e.g., spilling, breaking, etc. 38. Minimize the likelihood of interrupting fluid flow in a targeted structure when mobilizing it from an unexpected attachment, e.g., blood, lymph fluids, etc. 39. Minimize the time it takes to stop bleeding that results from mobilizing the target structure from unexpected attachments, e.g., target structure, remnant structure, etc. 4 5 6
  • 11. Core job, job steps, and desired outcomes A medical device company wants to create products that help surgeons get a job done better. Detach expected attachments from the target structure Remove the target structure Repair or reconstruct the remnant structure Remove an anatomical structure surgically 40. Minimize the time it takes to isolate the expected attachments to the target structure 41. Minimize the likelihood of fluid loss when detaching expected attachments from the target structure 42. Minimize the time it takes to detach all the expected attachments to the target structure 43. Minimize the time it takes to detach an expected attachment from the target structure when the natural tissue plane is not accessible 44. Minimize the likelihood of bleeding when detaching the expected attachments from the target structure 45. Minimize the likelihood of fluid loss from a structure that has been detached from an expected attachment 46. Minimize the likelihood of interrupting fluid flow in a structure when detaching it from an expected attachment, 47. Minimize the likelihood of disrupting the integrity of the target structure when detaching it from expected attachments 48. Minimize the likelihood of damaging the remnant structure when detaching expected attachments from the target structure, e.g., vessel, tissue damage, etc. 49. Minimize the time it takes to determine the pathway for removal of the detached target structure 50. Minimize the time it takes to determine if the detached target structure requires resizing to be removed 51. Minimize the time it takes to isolate the excised target structure that is to be removed 52. Minimize the time it takes to capture the excised target structure for removal 53. Minimize the time it takes to confirm that the target structure is cancerous 54. Minimize the time it takes to confirm that all the cancerous tissue has been removed from the remnant structures 55. Minimize the likelihood that the detached target structure contaminates surrounding structures while it is being removed, e.g., with cancer cells, infected cells, etc. 56. Minimize the likelihood of disrupting the integrity of the detached target structure while removing it 57. Minimize the likelihood of enlarging the access site when removing the detached target structure 58. Minimize the likelihood of contaminating the access site when removing the detached target structure 59. Minimize the time it takes to position the remnant structure for repair 60. Minimize the time it takes to repair the remnant structure 61. Minimize the time it takes to verify that remnant structure is sealed after repair/reconstruction, e.g., remnant structure, natural structure, etc. 62. Minimize the likelihood of leakage from the repaired/reconstructed remnant structure 63. Minimize the likelihood of delaying reestablishment of normal function to the remnant structure due to over- manipulation of other adjacent structures 64. Minimize the likelihood that postoperative integrity failure occurs at the repair/reconstruction site 65. Minimize the likelihood that adhesions form on the repaired/reconstructed remnant structure 7 8 9
  • 12. The JTBD Needs Framework A model of a market ecosystem that shows the relationship between the types of customers that exist, the jobs they are trying to get done, and their desired outcomes. Financial Job
  • 13. We have applied the Outcome-Driven Innovation process in: • Over 1000 markets • Over 30 industries • All business sizes • Over 1/3 of the Fortune 100 companies And have helped our clients generate over 20 billion in new revenue—with a success rate that is 5X the industry average.
  • 14. A home siding manufacturer wants to extend its reach into the home siding market. Management wants to identify opportunities across the ecosystem of customers.
  • 15. A drug infusion pump manufacturer wants to better satisfy the needs of its 3 key customers (caregivers, pharmacists, and biomeds), and look for a way to differentiate themselves from the competition.
  • 16. A web platform software company wants to grow (gain market share) in its core market. At the same time, it wants to identify attractive adjacent markets to enter.
  • 17. A new entrant into the electric vehicle market wants to determine how to best differentiate itself from the market leaders and find the best path to market entry.
  • 18. A test equipment manufacturer wants to formulate and deploy a digitalization strategy that will help design and test engineers get their jobs done better.
  • 19. A medical device company has a technology that it believes could help it beat the competition in an established market. They want to evaluate the likely success of market entry with that technology.
  • 20. A software company that sells many software products wants to improve the user experience. They often hear about customer setup issues and difficulty in learning how to use the products.
  • 21. A software company receives feature requests from customers through the sales team. The development team needs a way to prioritize the requests—and wants to avoid adding features that are poorly received.
  • 22. A recent entrant into the nutrition bar market (protein, power bars, etc.) wants to better understand what people like about their products and use the insights to generate more demand.
  • 23. A bricks-and-mortar retailer wants to understand the consumers buying job: the process that people go through to choose and purchase a product—and determine how to compete more effectively against online retailers.
  • 24. Other scenarios: • 2-sided markets • Sell components to an OEM
  • 25. Product strategy When focused on the “front end of innovation,” product planners, strategists, upstream marketers, etc. are trying to conceptualize products and services that are certain to win in the market. Financial Job
  • 26. CX strategy When focused on product development, designers and developers are trying to enhance the user’s product experience as it is supported through its lifecycle. Financial Job
  • 27. Go-to-market strategy When focused on product launch, the marketing and sales team is trying to formulate a go-to-market strategy that resonates soundly with the economic buyer. Financial Job
  • 28. Q&A Free e-book and audiobook at: Jobs-to-be-done-book.com Contact info@Strategyn.com to arrange for a discussion on how to apply ODI to your market You can reach me at ulwick@strategyn.com