The Jobs To Be Done (JTBD) framework is a method used to understand what truly drives customer behavior. Unlike traditional approaches that focus mainly on demographics or product features, JTBD looks deeper – it asks: What is the customer trying to achieve?

The core idea is simple. People don’t just buy products; they hire them to do a “job” – to solve a problem or fulfill a need. For example, someone buying a power drill isn’t really seeking a tool; they’re trying to hang a shelf, which means their real job is to create a safe, level space to store something. That shift in perspective changes how companies think about innovation and design.

Understanding the 'Job'

In the JTBD methodology, a "job" is a task, goal, or problem a customer is trying to complete in a specific context. These jobs can be functional (like commuting to work), social (like impressing peers), or emotional (like feeling secure or confident). The JTBD framework aims to identify these underlying motivations so businesses can create solutions that align directly with them.

Why JTBD Matters for Businesses

JTBD provides clarity into why customers behave the way they do. This can lead to better decisions in a few key areas:

• Product Development: Design features that support actual user goals, not just what’s trendy or assumed.
• Marketing Strategy: Speak to the real needs and motivations of your audience, improving engagement and conversions.
• Innovation: Spot unmet needs or "jobs" that aren't being satisfied by current offerings.

For example, a streaming service might believe customers want more content. But through a JTBD lens, it could discover that users are really trying to relax after a stressful day – and what helps achieve that job might be better recommendations or fewer ads rather than more shows.

JTBD in Action

Here’s a fictional example to illustrate: A fast-casual health food chain wants to grow. Instead of just surveying customers about flavors or price preference, it applies JTBD interviews. They discover a key job: "Help me feel good about lunch without slowing down my busy day." Armed with that insight, the company tailors its messaging and introduces a fast pickup system – addressing not just hunger, but the underlying need for convenience and self-care during workdays.

JTBD vs. Traditional Research

JTBD doesn’t replace methods like surveys or focus groups; it complements them. While traditional market research tells you what’s happening, JTBD helps explain why it’s happening – revealing the deeper customer motivations that guide behavior.

The Jobs To Be Done theory may feel like a modern concept, but its roots trace back several decades, evolving through a combination of academic thinking and practical business application. Understanding its history gives valuable context into why the JTBD framework has become so influential in shaping business innovation and customer understanding.

Origins in Product Innovation Thinking

Although the term “Jobs To Be Done” wasn’t coined until later, the foundational ideas first appeared in the 1960s and 70s. Economist Theodore Levitt famously said, “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.” This simple idea captured the belief that customers care more about outcomes than about the products themselves.

The concept was formally shaped into a theory during the 1990s and early 2000s by Harvard Business School professor Clayton Christensen. He and his collaborators began using the JTBD method to explain why some innovations succeeded while others failed. One of his most cited cases involved milkshakes as a “job” chosen by busy commuters – not just a treat, but a convenient, satisfying part of a morning routine.

Evolution Over Time

Since Christensen’s early work, JTBD has grown into a versatile methodology embraced by startups and enterprise companies alike. It has been adapted across industries, from tech and healthcare to finance and consumer goods. As the JTBD framework matured, practitioners added more structure to it – including job statements, job maps, and outcome-driven innovation processes.

Today, JTBD is not just a theory – it's a practical tool. Modern researchers and strategists use it to gain deep consumer insights that might go unnoticed with surface-level analysis. It's praised for helping organizations avoid common pitfalls, like inventing features customers don’t actually need or want.

Why the History Matters

Understanding the evolution of JTBD shows why it remains relevant in a fast-moving business landscape:

• It provides a timeless approach: The focus on human motivation makes it adaptable beyond trends or technologies.
• It bridges research and action: JTBD connects market research directly with product development and business innovation.
• It speaks to growing complexity: In today’s crowded markets, knowing what drives customer behavior is a strategic advantage.

A Tool for Today’s Decision Makers

For modern business leaders wondering how to use the Jobs To Be Done framework effectively, knowing where it came from lends credibility – and reminds us that while customer needs evolve, the core principles of solving real jobs remain the same. Whether your goal is to refine a product, expand your offering, or tap into unmet market demand, JTBD offers a way to see what’s beneath the surface of everyday choices. At SIVO Insights, we believe that understanding this history is essential to using JTBD with confidence and clarity.

The Jobs To Be Done (JTBD) framework has undergone significant growth since its earliest days. Originally introduced as a lens to better understand customer behavior, the theory has matured into a widely adopted strategy for product development, consumer insights, and business innovation.

The Foundation: Functional Needs

In its early stages, the JTBD framework focused heavily on functional needs. The idea was simple: consumers “hire” products or services to get a specific job done in their lives. If the product fails, they “fire” it and look for a better solution. This logic helped redefine how businesses approached competition — not just within categories, but across any product or service that could fulfill the same customer need.

Adding Emotional and Social Layers

Over time, researchers and innovators realized that customer motivations often go deeper than functionality. Many purchases are driven by emotional or social needs. Modern adaptations of the JTBD framework now include these non-functional dimensions to provide a fuller picture of customer behavior. This evolution has helped businesses unlock new types of value they may have previously overlooked.

Integration with Other Disciplines

As the JTBD method gained traction, it began intersecting with other fields like design thinking, behavioral economics, and agile product development. Rather than replacing other methods, JTBD enhanced them by focusing on unmet needs and customer intent. This multidisciplinary approach made JTBD a more robust and flexible tool within modern market research and growth strategy design.

From Theory to Action

Today, JTBD is more than a theory — it’s a practical tool integrated into everyday business practices. Companies use it to craft user personas, segment customers based on motivations rather than demographics, and guide long-term roadmaps. This shift from abstract concept to applied tool has made JTBD a cornerstone in customer-centric innovation.

The evolution of the Jobs To Be Done theory reflects how deeply businesses now value understanding customer motivation to guide innovation. As tools and technologies continue to develop, expect the JTBD framework to evolve even further, paired with artificial intelligence and increasingly sophisticated data practices.

In today’s fast-moving markets, understanding why a customer chooses, switches, or abandons a product is essential. That’s where the Jobs To Be Done (JTBD) framework shines. More than just identifying what people buy, JTBD helps uncover the deeper motivations behind each decision — functional, emotional, and social drivers combined.

Customer-Centered Strategy

Modern businesses use JTBD to go beyond demographics or purchase history. Instead of asking, “Who is the customer?” they ask, “What job is the customer trying to get done?” This shift creates room for more insightful strategies that speak directly to unmet needs.

Benefits of JTBD for Business Innovation

Across industries, brands adopt JTBD to improve everything from marketing to product development. Some of the key benefits include:

• Sharper product development: Designs are informed by specific customer goals, not guesswork.
• Market differentiation: By focusing on the job itself, companies can spot new angles to compete, even outside their traditional category.
• Improved messaging: Marketers can craft messages that speak directly to a need or desired outcome.
• Informed growth strategy: Understanding what motivates behavior allows for smarter investments and roadmap planning.

Flexible Across Teams

What sets JTBD apart is its utility across different business functions. Product teams use it to prioritize features, marketers inform campaigns with it, and strategists rely on it when exploring new markets. Its focus on consumer insights means everyone is anchored to the same understanding of customer needs.

Enabling Better Decisions

For business leaders, JTBD enhances decision-making by aligning innovation with demand. Instead of developing products and hoping they’ll resonate, JTBD ensures you're building solutions for clearly defined needs. Ultimately, this reduces waste, lowers risk, and boosts the likelihood of customer adoption.

As consumer expectations continue to evolve, the JTBD framework helps businesses stay adaptive and focused. From startups to global enterprises, it remains a trusted approach to deeply understanding customer motivation and turning that insight into competitive advantage.

Understanding the Jobs To Be Done framework is one thing — seeing it in action is another. Businesses across industries are applying JTBD to shape smarter products, campaigns, and strategies that truly resonate with their audiences. Here’s how JTBD is being used day-to-day to drive value and innovation.

Example 1: Rethinking a Product's Purpose

Imagine a team at a beverage company that notices sales for their sports drink are leveling off. Traditional data shows who their buyers are, but doesn’t explain why some customers are switching to different options. Applying JTBD thinking, the team discovers that some consumers were actually “hiring” the drink to help them focus during long workdays — not just for hydration during fitness. This insight sparks the development of a new energy-boosting version targeted for productivity, not performance.

Example 2: Streamlining a Digital Experience

A fintech startup noticed that new users often abandoned their budgeting app after the first week. JTBD interviews revealed that users weren’t looking for a budgeting tool – they were trying to relieve the stress of managing bills and unexpected expenses. Realizing the true job was peace of mind, the company added features like predictive cash flow alerts and quick access to emergency funds. Engagement levels rapidly improved.

Example 3: Informing a Market Expansion Strategy

A fictional meal kit brand is considering expanding into new regions. Traditionally, decisions like these would rely on general demographics and purchase data. Using JTBD research, the team discovers that in suburban areas, many customers “hire” meal kits to spend more quality time with family at dinner – not just to save time. This insight shapes both the product messaging and the customer acquisition strategy in new markets.

Although these examples are illustrative and fictional, they highlight how the JTBD method for innovation focuses not just on what people do, but why they do it. By zooming in on the true drivers of behavior, businesses can respond intelligently and creatively.

Turning Insight into Action

When JTBD research is conducted with care – often through qualitative interviews, field studies, or hybrid methods – it leads to tangible business results. Companies use these insights to:

• Prioritize features that meet largest unmet needs
• Launch new services based on real-life pain points
• Target marketing efforts with more clarity and empathy
• Inform sustainable growth strategies rooted in real consumer behavior

At its core, the JTBD framework helps leaders step into the shoes of their customers. It’s a powerful reminder that behind every product decision is a person trying to accomplish something meaningful.