Jobs to be done

Jobs to be Done Theory tries to explain consumers, progress, and the variables that influence their path to advance inside their own systems. It distinguishes between emotional and functional components of product design, with the ultimate objective of generating better consumers, not simply better goods.

JTBD Theory is essentially comprised of four points (source, p. 174):

All clients desire to advance within the systems to which they belong, and they employ items to assist them do so.

A system includes customers, producers, inventors, and goods.

Understanding the system comes from understanding the interdependence of the pieces, not from examining the parts themselves.

Each system is unique and complicated.

JTBD theory, like any other, is a collection of concepts. It may be evaluated and used to supplement current human-centered design or user experience frameworks. JTBD's goal is to assist you in understanding client demand.

1. Tasks and activities are not the same as occupations.

People have tasks to perform, but objects do not, according to JTBD Theory. As a result, asking "What job does your product do?" makes no sense. - These are often activities or tasks that are best comprehended using approaches such as a Task Analysis. A job is the space that something occupies to help a client advance to become a better person, in the same way that workers fill available job slots for companies. The gap between what consumers desire to be and the items they use gives the opportunity for a JTBD.

2. JTBD prioritizes progress over results and objectives.

The emphasis on progress is what distinguishes JTBD from other human-centered design and innovation firms. JTBD enables manufacturers to comprehend how consumers define development and how progress may be assessed. By concentrating on progress, innovators may define competitors as items that not only fulfill the same aims and outputs, but also meet the same demand for advancement.

3. Customers base their decision on development.

Most design efforts need an understanding of consumer and user behavior systems. The notions of zero-sum economics and creative destruction are especially essential in the context of JTBD. The bottom line is that when clients start utilizing a JTBD solution, they cease using anything else. When clients transfer from one product to another, the two goods constitute "competition," since they are fighting for the same customer job. It is the producer's responsibility to understand what competition exists inside their customers' systems and why consumers use one product over another.

4. All consumers follow the same System of Progress.

The trip for advancement, according to JTBD theory, contains four touch-points:

The buyer envisions a better way of life — a "new me."

The consumer looks for and selects a solution.

The client employs the solution to begin making progress.

The consumer becomes aware of the "new me."

Steps two and three are where we, as producers, have the most influence on the client experience. It is at these phases that the items we develop are evaluated in relation to the customer's goal for advancement. This process repeats itself when the consumer identifies new goals. The purpose of these systems is to continuously develop them with the goal of entirely evolving them.

Designers should pay special attention to the interdependencies in a system rather than merely the pieces of a system (producers, customers, solutions, and jobs). This entails planning for system regions that will cascade and support other system areas. Customer demand and producer contact are the most important interdependencies in JTBD.

5. The Forces of Progress have an influence on the customer's progress journey.

Though it is comforting to believe that consumers may freely travel through the System of Progress, their conduct is greatly impacted by the Forces of Progress. The emotional factors that develop and shape a customer's desire for a product are referred to as the Forces of Progress. They may either decrease or increase a customer's desire to switch goods.

Progressing Forces

Anxiety is the first impediment to growth. Anxiety in Choice (I will pick the incorrect product) and Anxiety in Use (the product will not operate as expected) are the two basic forms of anxiety for consumer employment.

The second factor that slows movement is inertia.

It denotes a tendency to do nothing or to stay unchanging. For consumer tasks, there are two basic forms of inertia: habits in choice (I will pick things that I usually have) and habits in usage (I will use products that I always have).

The first factor that enhances development is push, which is represented by a need to change. Internal (e.g., incentive for improvement) and external (e.g., life compelling someone to change) pushes exist.

The second factor that enhances development is pull, which is represented by a desire or ideal that someone is pursuing (e.g. a better life).

People do not oppose development; they prefer stasis. This prevents customers from purchasing your goods, even though it is the obvious option. — JTBD intercom (p. 20)

6. Make a "Jobs to be Done Statement" to tie everything together.

Comprehending the System and Forces of Progress is one of the most important outcomes of understanding the System and Forces of Progress. Customers face limits between the life they wish to live and the tools they have to help them get there. A Jobs to Be Done Statement may be supported by the definition of the conflict.

Creating a Job to be Done Statement is simple; obtaining the facts to support it in a form that is clear and meaningful is more difficult. A statement is made up of two parts:

An explanation of the push, struggle, and task.

A definition of the pull, how life has improved, and the work has been completed.