Jobs to Be Done Framework

Framework for discovering innovation based on a fundamental truth: customers don't buy products -- they "hire" them to do a specific job in their lives.

Core Principle

Job to Be Done = the progress a customer wants to make in specific circumstances.

Key elements of the definition:

• Progress (not goal, not solution) -- the customer wants to move from the current state to a better one
• Circumstances -- context determines the job, not customer attributes (demographics are useless)
• Hiring/Firing -- the customer actively chooses a product for the "job"

Scoring

Goal: 10/10. Rate product strategy or positioning 0-10 against the principles below. Always state the current score and the specific improvements needed to reach 10/10.

Three Dimensions of Every Job

Every job has three inseparable dimensions -- omitting any means failure:

Dimension	Question	Example (milkshake)
Functional	What does the customer need to do?	Occupy myself during a boring commute
Emotional	How do they want to feel?	Have a small treat for myself
Social	How do they want to be perceived?	As a sensible parent (not buying donuts)

Framework

1. The Job Statement

Core concept: A job statement captures the progress a customer seeks in a specific circumstance, in a structured format separating context, desired progress, and expected outcome.

Why it works: Forcing teams to articulate the job in the customer's language and circumstances prevents solution-first thinking and grounds innovation in real human progress.

Key insights:

• Format: "When [circumstances], I want to [progress], so I can [outcome]"
• Circumstances matter more than demographics -- the same person has different jobs in different situations
• A well-written job statement never mentions your product or any specific solution
• Jobs are stable over time; solutions change but the underlying job persists

Product applications:

Context	Application	Example
New product ideation	Define the job before brainstorming features	"When I'm commuting alone, I want something to occupy me and satisfy hunger, so I'm not hungry until lunch"
Feature prioritization	Evaluate whether a feature serves the core job	Features that advance the stated job beat nice-to-haves
Positioning & messaging	Use job statement language in copy	Lead with circumstance and progress, not product specs

Copy patterns:

• "When you're [circumstance], you need [progress] -- that's exactly what [product] does"
• Lead with the situation the customer recognizes, not the product category
• Mirror the emotional and social dimensions alongside the functional one

Ethical boundary: Never fabricate or exaggerate circumstances to manufacture urgency -- the job must reflect genuine progress, not artificial anxiety.

See: references/innovation-process.md for job hunting methodology, the job atlas, and statement templates.

2. Forces of Progress (Push, Pull, Anxiety, Habit)

Core concept: The decision to "hire" a new product results from four forces: Push (frustration with the current situation), Pull (attraction of the new solution), Anxiety (fear of the new), and Habit (comfort with the current behavior). Change happens only when Push + Pull > Habit + Anxiety.

Why it works: Most innovation efforts only increase Pull while ignoring the anti-change forces -- which is why great products still fail to gain adoption.

Key insights:

• Push: "this annoys me"; Pull: "I want this"; Habit: "I've always done it this way"; Anxiety: "what if it doesn't work?"
• Reducing anxiety and habit is often more effective than increasing push and pull
• Passive seekers (vaguely aware of a problem) are easier to influence than active seekers who already have criteria

Product applications:

Context	Application	Example
Onboarding design	Reduce anxiety with trials, guarantees, social proof	Money-back guarantee answers "what if it doesn't work?"
Switching campaigns	Make migration effortless to defeat habit	One-click data import from competitor
Content marketing	Awaken push in passive seekers by naming the frustration	"5 signs your current tool is costing you hours every week"

Copy patterns:

• Address anxiety directly: "No lock-in, cancel anytime, your data is always yours"
• Name the push: "Tired of [frustration]? There's a better way"
• Reduce habit friction: "Switch in 5 minutes -- we import everything automatically"

Ethical boundary: Reducing real anxiety is ethical; manufacturing fear or exaggerated pain to drive sales is manipulation.

See: references/competitive-strategy.md for forces analysis, non-obvious competition, and jobs-based positioning.

3. The Big Hire & Little Hire

Core concept: Two distinct decision moments: the Big Hire (purchase/signup, happens once) and the Little Hire (decision to use in the moment, happens repeatedly). Winning the Big Hire does not guarantee the Little Hire.

Why it works: Many products win the sale but lose the customer because they optimize only the purchase decision -- understanding both moments reveals where retention problems truly originate.

Key insights:

• Big Hire is driven by marketing, onboarding, and first impressions; Little Hire by product quality, UX, and ongoing value
• Big Hire anxiety is purchase risk; Little Hire anxiety is effort and learning curves
• Retention problems are almost always Little Hire failures -- purchased but never used

Product applications:

Context	Application	Example
Retention analysis	Separate Big Hire from Little Hire metrics	Track "first use after signup" and "weekly active usage" apart from signup conversion
Product design	Optimize repeated usage, not just first impressions	Reduce daily-workflow friction even when onboarding is smooth
Customer success	Monitor Little Hire signals to predict churn	Declining usage frequency signals upcoming churn

Copy patterns:

• Big Hire copy sells the promise: "Transform how you [job]"
• Little Hire copy sells ease: "One click and you're done"
• Re-engagement copy addresses the failure: "We've made [specific friction] easier"

Ethical boundary: Never use dark patterns that win the Big Hire (hidden fees, misleading trials) while failing the Little Hire -- both decisions must deliver genuine progress.

See: references/case-studies.md for detailed analyses (SNHU, American Girl, Intuit).

4. Competitive Landscape (Non-Obvious Competition)

Core concept: True competition is everything a customer can "hire" for the same job, often from completely different categories. Competitors are defined by the job, not by industry classification.

Why it works: Category-based analysis creates blind spots: a milkshake competes with bananas, bagels, and podcasts; Netflix competes with TikTok, sleep, and family conversation. Mapping the full landscape around the job reveals threats and opportunities traditional analysis misses.

Key insights:

• Non-consumption (doing nothing) is often the biggest competitor
• Workarounds and compensating behaviors reveal unserved jobs -- people hack, combine, and improvise
• Integrate where performance is "not good enough" for the job; modularize where it's "good enough"
• The best positioning answers "what job are we the best hire for?", not "how do we compare to similar products?"

Product applications:

Context	Application	Example
Competitive analysis	Map all hires for the same job across categories	A PM tool competes with spreadsheets, sticky notes, email, and memory
Positioning strategy	Position against the real alternative	Position against "doing it manually", not a named competitor
Pricing strategy	Price against the job's value	If the job saves 10 hours/week, price against that time, not similar SaaS

Copy patterns:

• "Stop using [workaround] for [job] -- there's a purpose-built solution"
• "You wouldn't hire a [bad fit] to [job] -- so why are you using [current hack]?"
• Position around the job outcome, not feature comparison charts

Ethical boundary: Honest competitive framing based on the job is powerful; misrepresenting alternatives is deceptive.

5. Customer Discovery Interviews

Core concept: Don't ask customers "what do you need" -- they don't know. Instead, reconstruct the purchase timeline (first thought, search, purchase, usage) to uncover the real job.

Why it works: Customers rationalize decisions after the fact and can't articulate latent needs; walking backward through concrete events reveals the true circumstances, forces, and tradeoffs that drove behavior.

Key insights:

• First thought: "When did you first look for a solution? What was happening in your life? What frustrated you?"
• Search: "What alternatives did you consider? What eliminated options? Who did you talk to?"
• Purchase: "Where were you? What ultimately convinced you? What were you afraid of?"
• Usage: "Is it doing what you expected? What surprised you? What's still missing?"
• Signals of undiscovered jobs: workarounds, non-consumption, compensating behaviors, negative emotions toward current solutions

Product applications:

Context	Application	Example
New market entry	Interview recent switchers	Reconstruct what pushed them away and pulled them in
Churn reduction	Interview churned customers on their timeline	Was it Big Hire (wrong expectations) or Little Hire (poor daily experience)?
Feature discovery	Interview customers using workarounds	Spreadsheets alongside your product reveal an unmet job dimension

Copy patterns:

• Use exact customer language from interviews in marketing copy
• "We heard you say [verbatim quote] -- so we built [feature]"
• Frame benefits in the circumstances and emotions customers actually described

Ethical boundary: Never lead interview subjects toward predetermined conclusions -- the goal is discovery, not confirmation.

6. Designing for the Job

Core concept: Build the entire experience -- features, metrics, organization -- around helping the customer accomplish their job, not around internal capabilities or feature parity.

Why it works: When every decision answers "will this help the customer better accomplish their job?", teams avoid feature bloat and build coherent products; if you can't answer it, you don't understand the job yet.

Key insights:

• Replace customer satisfaction metrics with "did the job get done?"
• Replace NPS with "reasons for hiring and firing"; replace feature usage with "progress on the job"
• Organize teams and processes around jobs, not internal capabilities or product components

Product applications:

Context	Application	Example
Metrics design	Measure job completion	"Time from problem to resolution", not "features used per session"
Product roadmap	Prioritize across job dimensions	A functional fix that ignores the emotional dimension may not move the needle
Organizational alignment	Structure teams around jobs	A "morning commute job" team owns content, packaging, and distribution

Copy patterns:

• "Built for [the job], not for [the category]"
• "Everything you need to [job] -- nothing you don't"
• Emphasize outcome and progress, not features and specifications

Ethical boundary: Never design addictive patterns that serve engagement metrics over genuine progress -- the customer's progress is the true north, not your retention numbers.

See: references/organizational-change.md for the feature-factory trap, executive buy-in, and change management.

Common Mistakes

Mistake	Why It Fails	Fix
Defining jobs narrowly around your product	Misses the real competitive landscape	Define the job from the customer's perspective, never mentioning your product
Ignoring emotional and social dimensions	Functional-only jobs miss why customers choose and stay	Always complete all three dimensions
Confusing jobs with goals or tasks	Goals too abstract ("be healthy"), tasks too specific ("click button")	Jobs = progress in specific circumstances
Only increasing Pull	Great products fail when switching costs and fear stay high	Map all four forces; design interventions for Anxiety and Habit
Winning the Big Hire, ignoring the Little Hire	High acquisition, high churn -- purchased but never used	Track and optimize repeated usage separately from purchase
Asking customers "what do you want?"	Rationalization and incremental feature requests	Use timeline-based interviews reconstructing actual behavior
Defining competition by category	Blind spots from adjacent categories and non-consumption	Map every alternative hire for the job, including doing nothing

Quick Diagnostic

Question	If No	Action
Can you state the job in one sentence without mentioning your product?	Product-focused, not job-focused	Write: "When [circumstances], I want to [progress], so I can [outcome]"
Have you mapped all four forces?	Over-investing in Pull, ignoring barriers	Design specific interventions for Anxiety and Habit
Do you know the emotional and social dimensions?	May win functionally but lose on experience	Run discovery interviews on feelings and social context
Have you identified non-obvious competitors?	Competitive blind spots	List everything hireable for the job, including non-consumption
Are you tracking Little Hire separately from Big Hire?	Can't tell acquisition problems from retention problems	Separate purchase-conversion and repeated-usage metrics
Can your team explain how each feature serves the job?	Building without strategic grounding	Require proposals to name the job dimension served
Have you interviewed customers about their purchase timeline?	Job understanding based on assumptions	Run 10+ interviews reconstructing first-thought-to-usage

See: references/diagnostics.md for the full diagnostic checklist.

Reference Files

• innovation-process.md: Job hunting methodology, job atlas, prototype testing, job statements
• competitive-strategy.md: Non-obvious competition, jobs-based positioning, pricing strategy
• organizational-change.md: Overcoming objections, feature-factory trap, executive buy-in, change management
• diagnostics.md: Diagnostic checklist for evaluating products through the jobs lens
• case-studies.md: Detailed analyses of SNHU, American Girl, Intuit, and more

Further Reading

For the complete methodology, case studies, and deeper insights:

• "Competing Against Luck: The Story of Innovation and Customer Choice" by Clayton M. Christensen, Taddy Hall, Karen Dillon, and David S. Duncan

About the Author

Clayton M. Christensen (1952-2020) was the Kim B. Clark Professor of Business Administration at Harvard Business School, best known for the theory of disruptive innovation introduced in The Innovator's Dilemma (1997). He developed Jobs to Be Done as a practical innovation methodology in Competing Against Luck (2016) and was repeatedly ranked the world's #1 management thinker by Thinkers50.