Most products fail for a simple reason: teams build features instead of solving real problems. The Jobs-to-Be-Done (JTBD) framework fixes that by changing how you think about customers, decisions, and success.
This post explains the JTBD concept, why it’s a better approach, and how it leads to different outcomes than traditional product thinking.
What Jobs to Be Done Really Means
Jobs to Be Done is a way to understand why people choose a product.
At its core, JTBD says this:
Customers don’t buy products. They hire them to make progress in a specific situation.
If you explained it to a friend, you might say:
“People choose products because they’re trying to get something done—faster, easier, or with less stress. The product is just the tool.”
That shift matters. Instead of focusing on who the customer is (age, role, persona), JTBD focuses on what the customer is trying to accomplish and what’s getting in the way.
Why JTBD Is a Better Approach
The framework exists to solve a common product problem: teams misunderstand customer needs.
The reading highlights familiar warning signs:
- Features are shipped, but adoption is low
- Customers say they like the product, but don’t use it
- Roadmaps react to requests instead of real problems
- Failed launches force constant re-prioritization
JTBD is better because it replaces opinions and assumptions with customer motivation.
Instead of asking:
- “What features should we build next?”
Teams ask:
- “What progress is the customer trying to make?”
- “What makes that progress hard today?”
- “What outcome actually matters to them?”
This leads to the benefits called out in the reading:
- Saving time by focusing on what’s relevant
- Identifying gaps competitors miss
- Creating real differentiation
- Aligning teams around shared language
- Building loyalty by solving emotional and functional needs
In short, JTBD reduces wasted effort and increases clarity.
How JTBD Leads to Different Outcomes
The power of Jobs to Be Done shows up in the decisions teams make differently.
From feature shipping to progress solving
Without JTBD, teams ship features that “should” work. When they fail, no one knows why.
With JTBD, teams design around the customer’s job:
- finishing faster
- reducing confusion
- avoiding risk
- feeling confident
The outcome shifts from feature delivery to real progress.
From reactive roadmaps to strategic priorities
Traditional roadmaps follow the loudest request. JTBD changes that.
By identifying unmet needs and gaps, teams know where to invest next, not just what someone asked for. This creates clearer priorities and stronger differentiation.
From big launches to validated learning
The framework emphasizes testing and validation before going to market.
Instead of “launch and hope,” teams:
- prototype early
- validate with customers
- iterate based on evidence
This leads to fewer failed launches and more confident decisions.
From misalignment to shared understanding
The reading’s “5 D’s” (Designate, Determine, Decide, Develop, Decrease) focus on adoption, not theory.
That structure creates:
- shared terminology
- consistent metrics
- fewer internal debates
The outcome isn’t just better products—it’s more efficient teams.
The Bottom Line
Jobs to Be Done works because it forces teams to see products the way customers do: as tools for making progress.
It’s better than persona-driven or feature-led approaches because it answers the question that actually matters:
“What is the customer trying to get done—and why does it matter?”
When teams build around that answer, outcomes change.
