Jobs to Be Done (JTBD) is a well-known theory that examines products through the lens of the work customers “hire” them to do.
The concept has led to numerous interpretations, some of which evolved into complete frameworks.
In this article, we will examine the primary interpretations of JTBD and the frameworks built on them: Clayton Christensen’s original theory, Bob Moesta’s Demand-Side Sales framework, and Tony Ulwick’s Outcome-Driven Innovation.
We will also explore their differences and assess their suitability for various products and tasks.
The origins of different JTBD versions
“People don’t want to buy a quarter-inch drill. They want a quarter-inch hole!”
This quote by the renowned American economist and Harvard Business School professor Theodore Levitt captures the idea that people need results, not products.
The JTBD theory follows the same logic. The theory was first popularized by American scholar, Harvard Business School professor, and business consultant Clayton Christensen in his book The innovator’s solution. Creating and sustaining successful growth. The term “Jobs to Be Done,” however, came into common use later.
In essence, the JTBD concept suggests that people “hire” products and services to complete certain “jobs” in their lives. Therefore, understanding these “jobs” is the most critical aspect of creating in-demand products.
While Christensen popularized the concept, business consultant Tony Ulwick played a key role in shaping it. In 1999, Ulwick shared his Outcome-Driven Innovation approach and real-world applications with Christensen, who later included these examples in his book.
Another influential figure in JTBD was Bob Moesta, who worked on the JTBD theory under Christensen’s guidance at Harvard Business School and later developed these ideas into his Demand-Side Sales framework.
The variety of approaches (with Christensen, Ulwick, and Moesta being the primary but not sole JTBD proponents) has caused a problem: there are too many interpretations of JTBD. These approaches use common terms but apply distinct emphases and definitions.
To help you navigate these frameworks, we’ll break down each approach, highlight key differences, and provide clear guidance on which framework works best for specific products and stages of development.
We will address these questions:
- What is the original JTBD theory really about?
- What is Bob Moesta’s Demand-Side Sales?
- What is Tony Ulwick’s Outcome-Driven Innovation?
- How, when, and for whom should these frameworks be applied?
Now, a brief comparison.
JTBD interpretations: a quick comparison
Important Note
In most publications, Christensen’s foundational work on JTBD is often referred to as a “theory” (Christensen himself calls it “Jobs Theory”), while Ulwick’s and Moesta’s works are considered as methodology or framework.
Indeed, Outcome-Driven Innovation and Demand-Side Sales are more practical approaches that offer specific steps and actions to achieve results.
Christensen’s works provide a conceptual description of the JTBD approach instead of a step-by-step methodology. Christensen’s JTBD is primarily a mindset or lens through which he suggests viewing customers and their needs to create the most relevant and effective products.
But Christensen argues that theoretical insights can be just as valuable as structured methodologies:
“While many in the business world associate the word “theory” with something purely academic or abstract, nothing could be further from the truth. Theories that explain causality are among the most important and practical tools business leaders can have.
Clayton Christensen, Competing Against Luck
Therefore, to avoid confusion and repetition, we will use the terms “theory,” “concept,” “methodology,” and “framework” interchangeably.
While there are other frameworks around the JTBD theory, we will focus on the three ones mentioned above as we deem them the most influential.
Now, let’s briefly compare Christensen’s approach with other frameworks—a more detailed analysis of each will follow.
