Jobs Theory provides a framework for categorizing, defining, capturing and organizing the inputs that are required to make innovation predictable.
Imagine if your company’s R&D managers, marketers, strategists, and developers all had a clear knowledge of what a need is and which unmet consumer needs exist. Such coordination and concentration alter everything. How therefore can this be accomplished?
People don’t want to purchase a quarter-inch drill, according to Theodore Levitt, a marketing expert at Harvard Business School. They demand a 1/4-inch hole! According to Clayton Christensen, “People buy goods and services to complete tasks.”
These are the fundamental ideas behind the Jobs-to-be-Done Theory, but there is much more to it than that. The theory’s implications are revolutionary:
It goes without saying that you are ostensibly missing out on the main advantage of applying Jobs Theory if you are not using it as the cornerstone for a needs framework.
Historically, a misalignment with client wants has been the main factor in failing goods and services. Given that 95% of product teams disagree on what a customer’s “need” actually is, this is not at all surprising. Product teams can gain a thorough understanding of the tasks their customers are seeking to complete and the metrics they use to gauge success by using this needs framework.