What Is Jobs To Be Done?

Jobs To Be Done (JTBD) is a framework for understanding customer motivation, popularised by Harvard Business School professor Clayton Christensen. The core idea is deceptively simple: customers don't buy products — they hire them to make progress in their lives.

When someone buys a drill, they don't want a drill — they want a hole. When someone downloads a meditation app, they don't want the app — they want relief from anxiety. Understanding the job the customer is trying to get done unlocks better product design, marketing, and strategy.

The Classic Milkshake Story

Christensen's most famous illustration involves a fast-food chain trying to increase milkshake sales. Traditional market research segmented customers by demographics — but that didn't explain buying patterns. When researchers asked "What job were you hiring the milkshake to do?" a clear answer emerged:

  • Morning customers wanted something to make a long, boring commute more interesting and keep them full until lunch.
  • Afternoon customers were often parents buying a treat for their child.

Two completely different jobs — each requiring a different solution. The product was the same; the job was entirely different.

The Three Dimensions of a Job

1. Functional Job

The practical task the customer is trying to accomplish. "Get from A to B quickly." This is the most obvious dimension and the one most companies focus on exclusively.

2. Emotional Job

How the customer wants to feel (or not feel) as a result. "Feel confident going into the meeting." Emotional jobs are often the real differentiator in competitive markets.

3. Social Job

How the customer wants to be perceived by others. "Look like a responsible, organised professional." Social jobs explain why people choose premium brands even when cheaper alternatives do the functional job just as well.

How to Apply JTBD

  1. Interview customers about context, not product. Ask about the moment they decided to look for a solution. What was happening? What frustrated them? What had they tried before?
  2. Identify the "switch moment." What push factors (frustrations with the old way) and pull factors (attraction to the new solution) drove the change?
  3. Define the job statement clearly: "When [situation], I want to [motivation], so I can [desired outcome]."
  4. Design the product, message, and experience around the job — not around the product's features.

JTBD vs. Traditional Persona-Based Thinking

Aspect Persona Approach JTBD Approach
Focus Who the customer is What the customer is trying to do
Competition Direct product rivals Anything that does the same job
Risk Demographics change slowly Jobs are stable over time
Innovation driver Customer preferences Unmet or underserved jobs

One-Line Takeaway

Stop asking who your customer is — start asking what job they're hiring your product to do, and you'll find the real opportunity.