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Jobs-to-be-done framework

Customers “hire” a product to get a job done.

The job may be to accomplish tasks, achieve goals, resolve problems, or improve their lives.

The job is the progress a customer seeks in a particular situation.

Popularized by Clayton Christensen, the jobs-to-be-done (JTBD) framework assumes:

➡️ A job-to-be-done is stable over time

➡️ A job-to-be-done is solution agnostic

➡️ Customers prefer one platform to get the job done

Why is JTBD important?

➡️ Focuses on a customer’s needs based on situations instead of personas

➡️ Focuses on the customer instead of the product to create compelling experiences

Here are some questions product teams should ask:

➡️ Does the product get the entire job done?

➡️ Are parts of the job left undone?

➡️ Are customers using another product to get the rest of the job done?

➡️ How can we address the JTBD on one platform?

Do you use the JTBD framework? How has it helped your process? Let me know below.

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How to Communicate your Product Ideas

Product management involves cross-functional collaboration.

Working with developers, QA, customers, marketing, sales, stakeholders etc.

How do you get your message across when they have limited time?

Use the tried and true product approach:

Start with the needs of the customer.

Ask: How does my target audience learn?

Consider these learning styles as you tailor your message:

➡️ Visual (Spatial) – Preference for seeing and observing spatially

Tools: Journey map, roadmap, wireframe, pictures, colors, charts

➡️ Aural (Auditory) – Preference for sound and hearing information

Tools: Focus group, read-alouds, verbal instructions, discussions

➡️ Verbal (Linguistic) – Preference for reading, writing or speaking

Tools: Web copy, FAQ, support article, bullet points, note-taking

➡️ Physical (Kinesthetic) – Preference to experience, be hands-on and a doer

Tools: Prototype, UAT, activity

➡️ Logical (Mathematical) – Preference for logic, reasoning and systems

Tools: KPIs, quantitative research, usage data, revenue data

💡 When in doubt, remember 65% of people are visual learners.

Does this include you? What’s your learning style? Let me know in the comments.

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Moving Beyond an MVP

You launched your Minimum Viable Product (MVP).

You now have a product with enough features that’s usable by early customers who can validate assumptions and provide feedback.

What happens next?

Here are a few shifts in focus as you move beyond your MVP:

Minimum Viable Product (MVP) ➡️ Minimum Lovable Product (MLP)

Limited budget ➡️ Dedicated funding

Needs & pain points ➡️ Wants with emotional appeal

Core features ➡️ Nice-to-have features

Reduced friction ➡️ User experience & product design

Early adopters ➡️ Broader appeal

Customer feedback ➡️ Product enhancements

Validation ➡️ Unique selling proposition

Attractive pricing ➡️ Optimal pricing

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What other areas would you focus on as you move beyond an MVP? Let me know below.

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What is an MVP?

Imagine building a product for a year.

Then customers don’t buy it when it launches.

Why?

The product doesn’t meet the customer’s needs or solve their problem.

Despite the time, resources, effort spent…

How do product managers avoid this?

By creating a minimum viable product (MVP).

An MVP has just enough features to be usable by customers who provide feedback for future product development.

It helps establish product-market fit quickly.

Here are some benefits of an MVP:

✅️ Maximizes validated learning about the customer’s needs

✅️ Minimizes the time, resources and effort expended

Example: The customer needs a solution to go hiking every weekend.

Start small with a viable solution.

Minimal features, yet it solves the customer’s needs.

Sandals can be an MVP.

Then the next release can be hiking sandals, followed by hiking shoes, then hiking boots.

With each prototype delivered in each stage, product managers learn which features the customer finds valuable.

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How have you used an MVP and what did you learn? Let me know in the comments.

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