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Jobs to Be Done Theory and Frameworks Explained: Christensen, Moesta & Ulwick - GoPractice

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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. “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

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 versi

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