Growth Frameworks
Jobs To Be Done

How to Share Jobs to Be Done Insights Across Teams That Weren’t in the Room

Qualitative Exploration

How to Share Jobs to Be Done Insights Across Teams That Weren’t in the Room

Introduction

When your team invests time and resources into uncovering Jobs to Be Done (JTBD) insights, the goal is clear: fuel smarter strategies, more relevant product development, and clearer messaging across the business. But what happens after the research phase ends? Often, valuable JTBD findings are documented, shared, and then... stall. Teams who weren’t part of the original discovery process struggle to connect the insights to their daily work. Maybe it’s marketing, unsure of how consumer pain points translate into campaign language. Perhaps product teams see the findings but don’t feel equipped to act on them. The result? Missed alignment, lost momentum, and duplication of effort – even with well-intentioned sharing sessions. At SIVO Insights, we believe that great market research doesn’t end with a well-written report. It ends with action. Making JTBD insights useful across departments means translating them clearly, framing them in the context of the receiving team’s priorities, and reinforcing them over time – even when those teams weren’t in the room for the research.
This post is for business leaders, cross-functional collaborators, marketers, product managers, and anyone who's ever asked, “How do we ensure our research actually gets used?” We’ll walk through why it can be hard for teams to adopt Jobs to Be Done learnings if they weren’t directly involved in the research process. You’ll also learn practical, low-friction ways to communicate JTBD insights across departments like marketing, product, and customer success – in a way that sticks. You don’t have to be a researcher to make this work. You just need to understand your audience – inside your organization as well as outside it. Whether you’re presenting market research insights for the first time or refreshing a long-standing JTBD framework, we’ll cover: - Common barriers that get in the way of insight adoption - Lightweight communication strategies that make research digestible - Easy formats and examples to activate JTBD findings across teams The goal? To help share JTBD insights in a way that drives collaboration, decisions, and business growth. Because when everyone understands the why behind what your customers want, you unlock more powerful, aligned progress.
This post is for business leaders, cross-functional collaborators, marketers, product managers, and anyone who's ever asked, “How do we ensure our research actually gets used?” We’ll walk through why it can be hard for teams to adopt Jobs to Be Done learnings if they weren’t directly involved in the research process. You’ll also learn practical, low-friction ways to communicate JTBD insights across departments like marketing, product, and customer success – in a way that sticks. You don’t have to be a researcher to make this work. You just need to understand your audience – inside your organization as well as outside it. Whether you’re presenting market research insights for the first time or refreshing a long-standing JTBD framework, we’ll cover: - Common barriers that get in the way of insight adoption - Lightweight communication strategies that make research digestible - Easy formats and examples to activate JTBD findings across teams The goal? To help share JTBD insights in a way that drives collaboration, decisions, and business growth. Because when everyone understands the why behind what your customers want, you unlock more powerful, aligned progress.

Why Teams Struggle to Apply JTBD Insights They Didn’t Help Gather

When you’ve spent weeks – or months – conducting Jobs to Be Done (JTBD) research, you gain a deep understanding of your customers’ needs, motivations, and triggers. You know why they hire certain solutions, and what progress they’re trying to make in their lives. But for departments who weren’t part of gathering that research – such as operations, product, or marketing – that same information can feel abstract or too far removed from their day-to-day priorities.

This disconnect can make even the strongest consumer insights hard to apply. Despite the quality of your findings, teams might struggle to turn them into action. Here’s why:

Lack of shared context

When teams aren’t present during the research – whether it’s a series of customer interviews or a workshop to map job stories – they miss the emotional and behavioral nuance that brings Jobs to Be Done insights to life. Instead, they’re handed a summary, often in a PDF or slide deck, that may lack the richness needed to inspire action.

Unclear relevance to individual roles

Even well-crafted research presentations can leave team members wondering: What does this mean for me? If marketing doesn’t see the connection between consumer jobs and campaign messaging, or if the product team can’t link jobs to feature prioritization, insights may never make it into execution.

Too much data, not enough storytelling

JTBD research often uncovers multiple customer jobs, motivations, and competing needs. When presented all at once, these findings can be overwhelming. Without a clear narrative or prioritization, teams aren’t sure where to begin – so they don’t.

One-time sharing doesn’t build shared memory

Often, research insights are shared in a single meeting or document, then left to fade. Without repetition or reinforcement, even sharp insights can get buried under the urgency of day-to-day execution. If the JTBD work isn’t revisited regularly, organizations risk forgetting what they learned.

Functional silos hinder collaboration

In many organizations, departments operate independently, with different timelines, metrics, and goals. A consumer insight that’s critical for product innovation might not initially register with a sales team focused on this quarter’s pipeline. Insight sharing falls flat when it doesn’t cross those boundaries intentionally.

To unlock the value of Jobs to Be Done research, it’s critical to bridge these gaps – not by redoing the research, but by rethinking how you communicate it. That’s the focus of our next section.

Simple Ways to Communicate JTBD Learnings Across Departments

Sharing JTBD insights effectively doesn’t require a big presentation or a lengthy report. In fact, the most successful research translation often happens through small, consistent moments that invite teams into the story. Whether your goal is to align strategy, inspire action, or spark collaboration, here are a few high-impact ways to make your insights stick – even with teams that weren’t part of the original research.

1. Bring Jobs to Life with Customer Stories

Instead of leading with frameworks or lists of consumer needs, start with short, vivid customer narratives that explain the job in action. These help internal teams connect emotionally and imagine the real-world stakes of your findings.

  • Example: “Jamie, a working parent, ‘hires’ our app to streamline morning routines. She’s not just managing time – she’s trying to reduce stress and feel like a more present parent.”
  • Tie these real-life stories to larger job themes to give them structure and clarity.

2. Map Jobs to Team Goals

Translate research findings into terms that matter to each function. For instance, product teams may care about unmet needs as future features, while marketing may look for messaging triggers. Customize insight sharing to reflect these differences:

  • For marketing: “This JTBD insight highlights key moments where consumers seek reassurance – a great setup for emotional messaging.”
  • For operations: “This job reflects pain points in post-purchase onboarding – an opportunity to streamline these workflows.”

3. Visualize Jobs in Action

Create simple, shareable visuals that show how jobs unfold in real life. Use journey maps, experience flows, or “job trees” to help teams see patterns and paths that lead to opportunity. Done well, these tools become a common language across functions.

4. Shorten and Simplify

JTBD insights should be easy to reference and integrate – not buried in a 70-slide deck. Develop 1-page summaries, visual snapshots, or even a few sticky-note headlines with the core findings. Aim for simplicity without sacrificing meaning.

5. Repurpose Across Channels

Don’t limit insight sharing to formal meetings. Include JTBD takeaways in:

  • Weekly team huddles
  • Product planning docs
  • Marketing briefs
  • Slack messages or internal newsletters

Repetition through different channels helps teams internalize and apply consumer insights over time.

6. Curate, Don’t Overload

You don’t need to share everything. Instead, select the 2–3 most meaningful jobs or insights for the business problem at hand. Provide context around why they matter now and how they affect cross-functional decisions.

Ultimately, effective JTBD communication is about making insights actionable – aligning the research with your people, their goals, and the decisions in front of them. It's not about reliving the research process. It’s about giving every team the clarity and confidence to act on what was learned.

How to Translate JTBD Research Into Actionable Language

One of the biggest challenges in spreading Jobs to Be Done (JTBD) insights across an organization is turning research language into clear, actionable guidance that makes sense outside the research world. While terminology like "emotional needs" or "struggling moments" may resonate with researchers, these ideas must be translated into everyday business language to fuel real decision-making.

Speak Your Stakeholders' Language

Start by understanding the vocabulary and priorities of your audience – whether they’re in marketing, product, sales, or operations. A product team might respond better to a JTBD need framed as a product feature opportunity, while marketing may prefer storytelling around motivations or brand messaging.

Instead of: "Users struggle when reestablishing routines," try: "Customers feel overwhelmed when creating new morning habits after a life change – they’re looking for tools to simplify their transition."

Break Down Abstract Needs Into Tangible Actions

JTBD insights often identify high-level drivers of behavior. To make these usable, connect them to specific opportunities and tactics. Think in terms of “so what?” and “now what?” for each insight.

  • Insight: Parents want to feel confident they’re teaching healthy eating habits at home.
  • So what? This affects how they choose groceries and cook meals.
  • Now what? Offer recipes with kid-friendly tips, or show packaging that highlights learning moments.

Create User Scenarios Grounded in Research

Transforming market research insights into short narratives or day-in-the-life scenarios makes findings easier to visualize. Build mini personas or use scenarios to explain what the customer is doing, feeling, and thinking at key moments.

For example: "Emma, a busy mom of two, tries to prep school lunches while juggling work calls. She’s not just looking for healthy options – she needs quick wins that won’t add stress to her morning routine."

Keep the 'Why' Front and Center

Teams often jump straight to solutions. Grounding decisions in JTBD findings means reminding everyone of the underlying human need. Whenever you translate research findings, connect back to the core job: Why is solving this important to the customer?

By rephrasing insights in this way, you’ll help cross-functional teams move from simply understanding the consumer to truly empathizing – and acting accordingly.

Tools and Formats That Help Insights Stick With Non-Research Teams

Even the most powerful consumer insights can get lost in translation if they’re shared in a format that doesn’t engage or inspire. When communicating JTBD research to teams who weren’t part of the process, it’s just as important to consider how you deliver findings as what you say. The right tools and formats can make research insights more memorable, more collaborative, and ultimately more actionable.

Use Visual Frameworks to Clarify Complexity

JTBD insights often contain emotional nuance and multilayered needs. Visuals like JTBD hierarchy ladders, journey maps, or need-state matrices help distill that complexity. Instead of reading lengthy text, stakeholders can quickly grasp how different jobs are connected and where opportunities lie.

Short Video Recaps and Story-Based Presentations

Short, engaging videos combining visuals, voiceover, or even clips from real customer interviews can humanize the data and bring consumers to life. Using storytelling to share "a day in the life" aligned to a specific job helps teams build empathy and stay focused on what really matters.

Interactive Insight Playbooks or Dashboards

Online insight hubs, slide decks with clickable elements, or simple team wikis allow departments to search and explore learnings in context. These interactive formats encourage return visits, continued learning, and easier team communication around the same source of truth. Make sure content is searchable via keywords like persona, scenario, or segment.

One-Pagers and Cheat Sheets for Fast Reference

Sometimes teams just need the highlights, not a full research presentation. Create summary sheets with the core JTBD, key themes, and real quotes for credibility. These can live in enablement toolkits, used in meetings, or included in onboarding materials to keep stakeholders aligned.

Collaborative Workshops to Activate the Insights

Finally, the most effective tool of all might be a well-run activation session. Bringing teams together to respond to insights – sketching ideas, mapping features, or writing ad drafts – makes the information sticky. People don’t just remember what they heard; they remember what they helped build.

Great research loses impact if teams can't absorb it. Use familiar, engaging formats that encourage action – not just understanding. The more accessible the format, the more likely the insights will travel company-wide.

Examples of Effective JTBD Insight Sharing Across a Company

Sometimes the best way to understand how to share Jobs to Be Done insights effectively is by seeing it done right. These fictional examples were written to illustrate how translating research findings into practical tools, language, and collaboration points creates momentum across departments.

Example 1: From Research Report to Product Roadmap

One consumer electronics company conducted JTBD research to understand how people adapt technology into their daily lives. The research team distilled jobs like “stay effortlessly connected with loved ones while multitasking.”

They created a set of feature opportunity briefs organized by stage of the consumer journey. The product team then plugged these into their development sprints, focusing directly on moments where users struggled. The original customer voice was preserved throughout, helping engineers build empathy and solve for real needs.

Example 2: Marketing Adapts Messaging Based on Emotional Drivers

A health food brand uncovered a surprising insight: consumers weren’t just buying for nutrition – they were choosing products that helped them feel “like a capable parent.” Sharing this insight during a multi-departmental brand meeting helped marketers reframe the messaging strategy.

New campaigns emphasized empowerment and parent-led success stories rather than just health benefits. Sales teams also used this insight in retailer decks to show emotional engagement.

Example 3: Internal Enablement Toolkit for Post-Research Alignment

After a major research initiative focused on understanding gig economy workers, an HR/payments solution provider created a cross-functional toolkit anchored in JTBD findings. This included:

  • Brief summary videos spotlighting key needs and motivations
  • Mini personas for each job archetype
  • Do's and don’ts for feature decisions based on what workers valued

Teams across marketing, operations, and UX used the same toolkit to align their next steps. Because everyone used the same shared language and understanding of customer jobs, decisions were made faster – and with more confidence.

What These Examples Show

Each of these companies didn’t just try to explain research – they embedded it into the way other teams work. They shifted the mindset from “reading a report” to “feeling ownership of a customer need.” This is what successful insight translation for team alignment looks like applied.

Whether through toolkits, storytelling, or dynamic presentations, the most effective insight sharing approaches meet teams where they are and show them what to do next. That’s when research truly becomes a driver of growth.

Summary

Jobs to Be Done research can unlock incredible clarity about what your customers actually need – but that value is only realized when the insights reach the hands of teams who were not part of the original conversations. In this post, we explored why it's often difficult for other departments to act on JTBD findings, along with accessible strategies to bridge that gap.

From breaking down complex insights into everyday language to choosing the right tools and formats for sharing, you can empower cross-functional teams to see, feel, and respond to consumer needs. We also reviewed some examples of making market research useful for all teams – showing how JTBD can shape product, marketing, and beyond when it’s communicated the right way.

By focusing on team communication, insight translation, and actionable frameworks, teams don't just gain knowledge – they gain direction. Remember: the best market research insights are the ones that become part of how your organization works and grows.

Summary

Jobs to Be Done research can unlock incredible clarity about what your customers actually need – but that value is only realized when the insights reach the hands of teams who were not part of the original conversations. In this post, we explored why it's often difficult for other departments to act on JTBD findings, along with accessible strategies to bridge that gap.

From breaking down complex insights into everyday language to choosing the right tools and formats for sharing, you can empower cross-functional teams to see, feel, and respond to consumer needs. We also reviewed some examples of making market research useful for all teams – showing how JTBD can shape product, marketing, and beyond when it’s communicated the right way.

By focusing on team communication, insight translation, and actionable frameworks, teams don't just gain knowledge – they gain direction. Remember: the best market research insights are the ones that become part of how your organization works and grows.

In this article

Why Teams Struggle to Apply JTBD Insights They Didn’t Help Gather
Simple Ways to Communicate JTBD Learnings Across Departments
How to Translate JTBD Research Into Actionable Language
Tools and Formats That Help Insights Stick With Non-Research Teams
Examples of Effective JTBD Insight Sharing Across a Company

In this article

Why Teams Struggle to Apply JTBD Insights They Didn’t Help Gather
Simple Ways to Communicate JTBD Learnings Across Departments
How to Translate JTBD Research Into Actionable Language
Tools and Formats That Help Insights Stick With Non-Research Teams
Examples of Effective JTBD Insight Sharing Across a Company

Last updated: May 29, 2025

Curious how SIVO can help translate your consumer insights across every level of your organization?

Curious how SIVO can help translate your consumer insights across every level of your organization?

Curious how SIVO can help translate your consumer insights across every level of your organization?

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