Jobs to be Done (Anthony W. Ulwick)
Problem
Innovation fails when teams begin with product ideas rather than customer goals.
Action
Define the customer's job before designing or improving any solution.
Outcome
Solutions address more important customer needs.
Chapter: Theory - Why Do Innovation Projects Fail?
Problem
An unclear job definition leads to poor product decisions.
Action
Describe the core functional job in clear, solution-independent language.
Outcome
Teams share a common understanding of the customer's objective.
Chapter: Theory - Jobs-To-Be-Done Needs Framework - The Core Functional Job-to-be-Done
Problem
Customers judge value by results rather than product features.
Action
Identify the desired outcomes customers expect when completing the core job.
Outcome
Product improvements focus on what customers value most.
Chapter: Theory - Jobs-To-Be-Done Needs Framework - Desired Outcomes on the Core Functional Job
Problem
Important customer needs exist outside the main task.
Action
Identify the related jobs customers perform before, during, and after the core job.
Outcome
More opportunities for innovation become visible.
Chapter: Theory - Jobs-To-Be-Done Needs Framework - Related Jobs
Problem
Functional improvements alone do not fully satisfy customers.
Action
Identify the emotional and social jobs associated with the core functional job.
Outcome
Solutions better match the full customer experience.
Chapter: Theory - Jobs-To-Be-Done Needs Framework - Emotional and Social Jobs
Problem
Customers face challenges throughout the buying and usage process.
Action
Map the jobs customers perform across the entire consumption chain.
Outcome
The overall customer experience improves.
Chapter: Theory - Jobs-To-Be-Done Needs Framework - Consumption Chain Jobs
Problem
Financial results influence customer decisions.
Action
Identify the financial outcomes customers want to achieve during the job.
Outcome
Solutions deliver stronger economic value.
Chapter: Theory - Jobs-To-Be-Done Needs Framework - Financial Desired Outcomes
Problem
Similar products are difficult for customers to distinguish.
Action
Focus on desired outcomes that competitors satisfy poorly.
Outcome
The offering stands out in the market.
Chapter: Theory - The Jobs-To-Be-Done Growth Strategy Matrix - Differentiated Strategy
Problem
Strong market positions weaken without ongoing improvement.
Action
Continue improving the outcomes that matter most to existing customers.
Outcome
Competitive leadership becomes more durable.
Chapter: Theory - The Jobs-To-Be-Done Growth Strategy Matrix - Dominant Strategy
Problem
Complex solutions prevent wider customer adoption.
Action
Create a simpler way for customers to complete the job.
Outcome
More customers can successfully adopt the solution.
Chapter: Theory - The Jobs-To-Be-Done Growth Strategy Matrix - Disruptive Strategy
Problem
Specialized customer needs are often overlooked.
Action
Develop a solution for one clearly defined unmet job.
Outcome
The offering creates value in a focused market.
Chapter: Theory - The Jobs-To-Be-Done Growth Strategy Matrix - Discrete Strategy
Problem
Customer expectations continue to increase over time.
Action
Regularly improve the solution's ability to satisfy important outcomes.
Outcome
The offering remains competitive.
Chapter: Theory - The Jobs-To-Be-Done Growth Strategy Matrix - Sustaining Strategy
Problem
Research becomes unreliable when the wrong customers are studied.
Action
Select customers based on the job they perform.
Outcome
Customer insights become more accurate.
Chapter: Process - Outcome-Driven Innovation - Define the Customer
Problem
Existing products can limit innovation.
Action
Describe the job independently of any current product or service.
Outcome
More solution opportunities become possible.
Chapter: Process - Outcome-Driven Innovation - Define the Job-to-be-Done
Problem
Customer needs remain hidden inside complex activities.
Action
Break the job into logical steps with a job map.
Outcome
Customer needs become easier to uncover.
Chapter: Process - Outcome-Driven Innovation - Uncover Customer Needs - The Universal Job Map
Problem
Vague customer needs cannot be measured consistently.
Action
Write every customer need as a clear desired outcome statement.
Outcome
Customer priorities become easier to evaluate.
Chapter: Process - Outcome-Driven Innovation - Uncover Customer Needs - The Desired Outcome Statement
Problem
Traditional market segments hide important opportunities.
Action
Group customers according to shared unmet desired outcomes.
Outcome
High-value opportunities become easier to identify.
Chapter: Process - Outcome-Driven Innovation - Find Segments of Opportunity
Problem
Customers ignore value claims that lack relevance.
Action
Explain how the offering improves important desired outcomes.
Outcome
Customers see stronger reasons to choose the offering.
Chapter: Process - Outcome-Driven Innovation - Define the Value Proposition
Problem
Feature comparisons do not reveal true competitive value.
Action
Evaluate competitors by how well they satisfy desired customer outcomes.
Outcome
Competitive strengths and gaps become clear.
Chapter: Process - Outcome-Driven Innovation - Conduct the Competitive Analysis
Problem
Innovation resources are often invested in low-value ideas.
Action
Focus innovation on the most underserved customer outcomes.
Outcome
Innovation efforts create greater impact.
Chapter: Process - Outcome-Driven Innovation - Formulate the Innovation Strategy
Problem
Opportunity decisions become inconsistent without objective measures.
Action
Use the opportunity algorithm to rank unmet customer outcomes.
Outcome
The highest-value opportunities receive priority.
Chapter: Process - Outcome-Driven Innovation - Target Hidden Growth Opportunities - The Opportunity Algorithm
Problem
Large sets of customer data are difficult to interpret.
Action
Organize customer outcomes on an opportunity landscape.
Outcome
High-potential opportunities become easier to recognize.
Chapter: Process - Outcome-Driven Innovation - Target Hidden Growth Opportunities - The Opportunity Landscape
Problem
Market decisions often rely on assumptions rather than evidence.
Action
Select target markets based on unmet customer outcomes.
Outcome
Market strategy becomes more effective.
Chapter: Process - Outcome-Driven Innovation - Formulate the Market Strategy
Problem
Extra features can distract from customer value.
Action
Build product capabilities that improve the most important desired outcomes.
Outcome
Products deliver greater customer value.
Chapter: Process - Outcome-Driven Innovation - Formulate the Product Strategy
Problem
Organizations often focus on products rather than customer goals.
Action
Use the customer's job-to-be-done to guide everyday decisions.
Outcome
The organization becomes more customer-focused.
Chapter: Practice - Transforming the Organization - Understand Your Customer's Job-to-be-Done
Problem
Important growth opportunities often remain unnoticed.
Action
Analyze the market for unmet customer outcomes.
Outcome
New opportunities for growth are discovered.
Chapter: Practice - Transforming the Organization - Discover Hidden Opportunities in Your Market
Problem
Customer research creates little value without action.
Action
Use customer job insights to guide growth investments.
Outcome
Growth initiatives become more successful.
Chapter: Practice - Transforming the Organization - Use New Customer Insights to Drive Growth
Problem
Inconsistent terminology creates confusion across teams.
Action
Use a shared jobs-to-be-done vocabulary throughout the organization.
Outcome
Communication and collaboration become clearer.
Chapter: Practice - The Language of Jobs-To-Be-Done