OCTOBER  2021

Using Jobs to be Done to Become a Customer-Centered Organization

Insights from New Markets Advisors
Perspectives from New Markets Advisors
Charlotte Desprat, Principal

​Now more than ever, our clients are seeking both focus and the ability to see around corners. COVID-19 made us acutely aware of the uncertainty ahead, but there are also many more changes at play. Clients seek to be more nimble in order to thrive in this fast-paced context.

Among the many approaches we use to address these challenges, one of the most renowned is Jobs to be Done. We helped to pioneer this method with Harvard Prof. Clayton Christensen, and in nearly two decades of use we’ve refined it while delivering major results.

​Jobs to be Done is so effective because it avoids a common pitfall: many clients get caught up in what customers have bought in the past, and companies concentrate on their most direct competitors. But the Jobs method ensures that you’re a step ahead by looking at why customers buy your product or service, and at what the full range of opportunities and threats can be. Moreover, as contexts and circumstances change, your strategy remains grounded in customers’ foundational motivations. You become truly customer-centric, and you stay that way as new changes unfold.
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Use Jobs to be Done to Become a Customer-Centered Organization

'Jobs to be Done' is a theory about how customers make decisions.  It helps us understand why customers buy what they buy, allowing us to proactively design solutions that are more likely to succeed in the market. This working paper explains our step-by-step framework for using Jobs to be Done, and illustrates our process with a case study in the food & beverage industry.

Download the working paper >>
Estimated reading time: 10 minutes​
Your Roadmap for Customer-Centered Innovation
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Our Jobs to be Done Roadmap offers a step-by-step approach to launching better innovations to make sure that your new solutions both delight customers and satisfy key business targets. The book also shows you how to apply the same framework to fit different innovation goals (e.g., product development vs. process innovation) in B2C, B2B, and public sector contexts.

Download Chapter 1 >>

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