Jobs to be Done (JTBD)

In Short

Reframe value proposition around the job customers are hiring for
Best for: Christensen's JTBD innovation framework
Jobs to be Done (JTBD) is a structured tool for coaching and facilitation. Reframe value proposition around the job customers are hiring for. It provides a repeatable framework that can be adapted to individual, team, and leadership development contexts.
Type of tool: Christensen's JTBD innovation framework
Expected outcomes:
- Improved ability to reframe value proposition around the job customers are hiring for
- A concrete action or development plan to take forward from the Jobs to be Done (JTBD) process

In Detail

Jobs to be Done (JTBD) is a structured framework designed to help coaches, leaders, and facilitators reframe value proposition around the job customers are hiring for. It sits within the category of Christensen's JTBD innovation framework, making it particularly useful for practitioners working on capability development, team performance, and individual growth in organisational settings.

In practice, Jobs to be Done (JTBD) is delivered as a 6-step process. The process begins by introduce the JTBD concept: people 'hire' products, services, or leaders to get a job done in their lives. The session closes by test with real customers before scaling. The structured approach ensures that participants move through a consistent experience while leaving room for the facilitator to adapt pacing and depth to the group's needs.

Jobs to be Done (JTBD) provides a shared vocabulary that persists beyond the session itself. When team members reference the same model in day-to-day work, coaching outcomes become embedded in practice rather than remaining as isolated insights from a single workshop.

How to Use

1. Introduce the JTBD concept: people 'hire' products, services, or leaders to get a job done in their lives. 2. Identify the specific job the customer or stakeholder is trying to get done (functional, emotional, social). 3. Map what they currently 'hire' to do that job. 4. Identify where the current solution falls short. 5. Design a better solution that does the job more completely. 6. Test with real customers before scaling.

Pros and Cons

Pros	Cons
Provides a shared vocabulary that persists after the session and supports ongoing conversations Structured approach ensures consistent application across different cohorts and contexts Directly addresses the challenge of reframe value proposition around the job customers are hiring for through a proven conceptual structure	Risk of over-applying the model — not all situations fit neatly into any single framework Conceptual frameworks require skilled facilitation to connect theory to participants' actual work Some models have limited research evidence; practitioners should be transparent about this

Created by Clayton Christensen / Anthony Ulwick

When to Use

This tool is suited to the following coaching and facilitation contexts:

Context	Relevant
Individual Coaching
Team Coaching
Leadership Development	✓
Facilitation / Workshop
Online / Virtual

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