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OK, so let's just dive right in.
I want you to picture this for a

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second. 
It's it's 7.0 AM. 

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You're in the drive through line
of a big fast food chain total. 

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Chaos. 
Exactly. 

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It's rush hour, everyone's 
stressed, maybe running late, 

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and you know they're grabbing 
what you'd expect. 

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Coffee, quick breakfast 
sandwich, orange juice. 

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The standard stuff. 
High speed, high efficiency 

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breakfast for people on the 
move. 

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Right. 
But here's where it gets weird. 

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One of the biggest chains years 
ago, they noticed this massive, 

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totally unexpected sales spike 
during that exact. 

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Time, and it wasn't for coffee. 
No, it was for their milkshake. 

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A milkshake at 7:00 in the 
morning. 

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A milkshake. 
We're not talking about like a 

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healthy smoothie. 
This is the thick, sugary, high 

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calorie dessert drink. 
It just. 

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It makes no sense. 
Why would a busy commuter hire 

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something that's heavy takes 
forever to. 

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Drink right. 
You can't. 

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Just down it. 
You can't. 

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Yeah, it seems completely 
misaligned with, you know, the 

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whole frantic morning commute 
vibe. 

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It is totally misaligned if 
you're only looking at the 

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product's features. 
And that, that exact 

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counterintuitive discovery, is 
what led to this huge shift in 

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thinking about product 
development, especially in 

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software. 
So the answer wasn't about the 

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taste or the price. 
Not all. 

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It came from actually watching 
and talking to the customers and

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it was about the job. 
Up to be done. 

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Exactly. 
The research uncovered this, 

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this causal mechanism, These 
customers, they were mostly 

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alone. 
They had a long drive ahead. 

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They were hiring the milkshake 
to solve 2 problems at once. 

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Okay. 
What were they? 

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The first job was making a 
really tedious, boring commute. 

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Well, less boring. 
And the second was to keep them 

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from getting hungry before their
work day actually started, which

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might be hours later. 
So it moves us completely away 

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from just listing features and 
toward understanding, I guess, 

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customer progress. 
That's it. 

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And that's really the core of 
our mission. 

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For this deep dive, we're going 
to unpack Jobs to be Done or 

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JTBD. 
It's this theory from Clayton 

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Christensen and his colleagues. 
And the goal here is to really 

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get that shortcut right, to 
understand the deep reasons why 

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we choose certain products and 
how that changes every, I think,

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for building better software. 
If you walk away with one thing 

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today, it should be this. 
Stop asking what features people

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want. 
And start asking. 

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Start asking what progress 
they're trying to make in their 

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lives, and, crucially, under 
what specific circumstances. 

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00:02:23,880 --> 00:02:25,960
OK, so let's breakdown the 
theory a little more. 

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JTBD argues people don't buy 
products they they hire them. 

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They hire the best solution to 
get a specific job done 

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successfully. 
It's all about the origins of 

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that decision. 
Why did someone at this specific

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moment decide to bring this new 
thing into their life? 

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What's so interesting about that
is how it just flips the whole 

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perspective. 
Yeah, as a designer, you stop 

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focusing on your beautiful 
product. 

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And you start focusing on the 
customer struggle. 

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Yeah. 
It forces you to put down the 

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feature list and ask, you know, 
three really essential 

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questions. 
So what? 

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Are those 3 questions? 
OK, first, why are customers 

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hiring our product and under 
what very specific, repeatable 

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circumstances? 
The context is everything. 

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Second, what's the fundamental 
problem in their life they want 

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to solve? 
Not the symptom, but the real 

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root problem. 
And the third. 

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And this is the most important 
one for strategy. 

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What kind of progress are they 
hoping to achieve by using this 

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thing? 
And if we bring it back to the 

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milkshake, that's exactly how 
they found the answers, right? 

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They couldn't get this from 
spreadsheets or demographics. 

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No way they had to get out of 
the office. 

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They went and sat in the drive 
through and just talk to people.

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And that's where they found the 
circumstance that 45 minutes 

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solo commute. 
And the job was sustained 

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satisfaction during that quiet 
alone time. 

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They weren't hiring it as a 
dessert. 

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They were hiring it as a tool. 
A highly viscous, single 

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serving, easy to drink meal 
replacement. 

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00:03:51,000 --> 00:03:52,880
Viscous. 
That's the keyword, isn't it? 

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00:03:52,920 --> 00:03:55,480
It's everything. 
Because it was so thick, it took

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them pretty much the whole 45 
minute commute to finish it. 

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It solved the boredom and the 
hunger. 

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00:04:00,240 --> 00:04:02,600
It fulfilled the progress they 
were looking for. 

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00:04:02,720 --> 00:04:04,520
Wow. 
So once you understand that, I 

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00:04:04,520 --> 00:04:06,880
mean, the strategic implications
must be huge. 

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00:04:07,200 --> 00:04:09,920
Oh, immense. 
Once a company really that's the

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job their product is being hired
for, they can serve those 

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00:04:13,240 --> 00:04:17,880
customers so, so much better. 
And often it's not by changing 

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00:04:17,880 --> 00:04:20,519
the product itself. 
It's by changing how you deliver

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00:04:20,519 --> 00:04:21,720
it. 
Exactly. 

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So for the fast food chain, once
they knew the milkshake was a 

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commuter's meal, yeah, they 
could think differently. 

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00:04:27,640 --> 00:04:28,920
Yeah. 
They weren't just brainstorming,

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00:04:28,920 --> 00:04:30,760
like, new strawberry flavors, 
right? 

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00:04:30,840 --> 00:04:33,320
They were looking at the 
circumstance, right? 

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So a solution could be just 
opening the drive through 

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earlier, yeah, so people don't 
have to park and go inside, 

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which just adds friction. 
Or you could engineer the 

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product to do the job even 
better. 

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Make a special morning 
milkshake. 

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You know, maybe with less sugar 
so you don't crash later. 

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And make it even thicker. 
Make it even more viscous, yeah,

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to make sure it lasts the whole 
commute. 

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The features are then optimized 
for the job, not just for some 

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abstract idea of taste. 
And this just totally redefines 

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who your competition is, doesn't
it? 

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Completely. 
Normally a fast food chain 

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00:05:04,080 --> 00:05:08,120
competes with another fast food 
chain, but in this case the 

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milkshakes. 
Real competition. 

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00:05:11,240 --> 00:05:14,120
It wasn't a breakfast burrito. 
Nope, it was anything that 

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00:05:14,120 --> 00:05:16,720
stopped boredom and hunger on 
that drive. 

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00:05:17,200 --> 00:05:20,400
A podcast? 
A travel mug with granola in it.

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A banana. 
That's the part that's so 

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profound, especially for someone
developing software. 

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If you're building, say, complex
accounting software, your real 

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00:05:30,520 --> 00:05:33,360
competitor might not be the 
other big software company. 

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It could be a spreadsheet or a 
physical notebook. 

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Wait, so if my competition for 
this high end professionally 

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built software is a notebook, 
how can I possibly get 

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competitive data from that? 
How do I measure the success of 

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a notebook? 
And that's the challenge, but 

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00:05:48,640 --> 00:05:51,040
it's also the beauty of it. 
You stop worrying about feature 

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for feature parity with other 
software. 

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You start focusing on the 
friction the customer has with 

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their current solution. 
The friction of using the 

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notebook, yes. 
Or the spreadsheet. 

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I mean, think about the job of 
connecting with colleagues. 

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For decades the solution was an 
airplane ticket. 

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Now a major competitor for a big
airline is high definition video

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00:06:09,840 --> 00:06:11,000
conferencing software. 
Wow. 

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The software doesn't have to 
fly, but it solves the same core

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job of connection, just with way
less friction and cost. 

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That's the huge insight. 
You stop defining your product 

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by its features and start 
defining it by the progress you 

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enable. 
And this has to apply so 

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directly to the digital world. 
I mean, software is never done 

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right. 
It's always evolving. 

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It's a living product, yeah. 
So if we ignore that fundamental

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job, we just end up building 
these systems that are just full

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of unused features of what 
people call feature bloat and. 

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00:06:41,080 --> 00:06:43,440
You hear this frustration from 
the people actually building 

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00:06:43,440 --> 00:06:45,320
these things. 
Sahil Lavinja, the founder of 

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00:06:45,320 --> 00:06:49,280
Gumroad, he put it so perfectly.
He just articulated this gap 

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00:06:49,280 --> 00:06:53,360
between obsessing over product 
and what customers actually 

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00:06:53,360 --> 00:06:54,480
want. 
Oh yeah, that tweet. 

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It's It's a must read for anyone
in this space. 

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00:06:57,720 --> 00:07:00,400
It really is, he said. 
People don't want to use your 

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software. 
They want to lose weight, laugh,

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00:07:02,800 --> 00:07:05,760
be entertained, get smarter, 
spend time with loved ones, go 

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home on time. 
Sleep adequately, eat good food,

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be happy. 
Your product is only as good as 

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the experiences it enables 
people to have I. 

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00:07:14,760 --> 00:07:16,440
Mean, that's just that's it, 
isn't it? 

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The software itself is just this
necessary obstacle you have to 

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00:07:19,840 --> 00:07:21,320
get through. 
It's a tool. 

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00:07:21,480 --> 00:07:23,560
It's not the goal. 
The goal is the progress in your

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00:07:23,560 --> 00:07:25,440
life. 
If the software makes me a 

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00:07:25,440 --> 00:07:28,800
better parent or lets me go home
on time, I've hired it 

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uccessfully. 
If it just adds more work, I 

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00:07:31,280 --> 00:07:33,160
fire it. 
There's a perfect real world 

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case of this right into it and 
how they created QuickBooks. 

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A textbook example. 
They already had Quicken, which 

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00:07:39,520 --> 00:07:42,960
was a huge deal for personal 
finance, but they noticed 

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00:07:42,960 --> 00:07:45,520
something really interesting 
happening in the early 90s. 

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00:07:45,520 --> 00:07:47,360
Yeah, they saw some of their 
users. 

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Small business owners were kind 
of improvising. 

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They were trying to force 
Quicken to do their business 

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accounting. 
Even though it wasn't built for 

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00:07:54,440 --> 00:07:55,960
that job at all. 
Not even close. 

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00:07:56,200 --> 00:07:58,520
And at the same time, all the 
other business accounting 

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companies were just trying to 
build the best accounting 

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00:08:01,360 --> 00:08:04,800
software, which meant more and 
more complex features for 

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professional accountants. 
They totally overshot the job 

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00:08:08,000 --> 00:08:09,600
for the actual small business 
owner. 

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00:08:09,720 --> 00:08:11,880
They did. 
Because that person's job isn't 

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00:08:11,880 --> 00:08:16,120
to do accounting, it's to get 
this stupid paperwork done so I 

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00:08:16,120 --> 00:08:17,720
can get back to my real 
business. 

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00:08:18,040 --> 00:08:21,160
Exactly. 
And Intuit CEO Scott Cook? 

186
00:08:21,360 --> 00:08:24,240
He realized their focus 
shouldn't be on matching 

187
00:08:24,240 --> 00:08:28,200
features with the Pro software. 
It had to be on the job of 

188
00:08:28,200 --> 00:08:32,080
simplicity and speed. 
So they built QuickBooks just 

189
00:08:32,080 --> 00:08:34,200
for that job, and the result 
was. 

190
00:08:34,200 --> 00:08:36,120
Phenomenal. 
It just took off. 

191
00:08:36,120 --> 00:08:39,520
It completely displaced those 
super specialized feature heavy 

192
00:08:39,520 --> 00:08:41,559
competitors. 
And here's the crazy part, the 

193
00:08:41,559 --> 00:08:44,800
financial take away, they sold 
it for a higher price than a lot

194
00:08:44,800 --> 00:08:47,200
of competing systems that had, 
you know, technically more 

195
00:08:47,200 --> 00:08:48,920
features. 
It just goes to show you when 

196
00:08:48,920 --> 00:08:52,360
you nail the job and reduce that
friction, people will absolutely

197
00:08:52,360 --> 00:08:55,120
pay a premium for that progress.
Value changes completely. 

198
00:08:55,120 --> 00:08:56,960
It does. 
We even saw this approach used 

199
00:08:57,000 --> 00:08:59,800
to sort of course correct and 
major tech company look at 

200
00:08:59,800 --> 00:09:03,360
Twitter X now back around 2021. 
Right, they were trying to do 

201
00:09:03,360 --> 00:09:05,520
too many things at once. 
Yeah, and the leadership 

202
00:09:05,520 --> 00:09:08,160
realized that the CEO at the 
time said they were going to 

203
00:09:08,160 --> 00:09:11,240
focus the platform's whole 
evolution not on features, but 

204
00:09:11,240 --> 00:09:13,800
on three strategic jobs for 
users. 

205
00:09:13,920 --> 00:09:16,600
And those were discovering 
what's happening. 

206
00:09:17,120 --> 00:09:20,240
Conversing online and and this 
was a big one, getting financial

207
00:09:20,240 --> 00:09:24,480
compensation for their tweets. 
So those three jobs drove their 

208
00:09:24,480 --> 00:09:29,160
entire engineering road map. 
It was the why, not just the how

209
00:09:29,160 --> 00:09:29,640
the. 
Why? 

210
00:09:29,640 --> 00:09:30,800
That's always the starting 
point. 

211
00:09:30,880 --> 00:09:33,120
So finding the job is the most 
critical step. 

212
00:09:33,640 --> 00:09:36,000
How do we? 
How do we actually do it? 

213
00:09:36,120 --> 00:09:38,880
Well, just like with the 
milkshakes, it takes active 

214
00:09:38,880 --> 00:09:40,360
effort. 
You have to get out there, you 

215
00:09:40,360 --> 00:09:42,720
have to observe customers, you 
have to talk to them, really 

216
00:09:42,720 --> 00:09:45,160
interview them in depth. 
And this must have a direct 

217
00:09:45,160 --> 00:09:47,640
impact on how tech teams write 
requirements. 

218
00:09:48,160 --> 00:09:52,280
The traditional user story, it 
kind of falls short, doesn't. 

219
00:09:52,280 --> 00:09:55,320
It it often does that old 
template as a user I want a 

220
00:09:55,320 --> 00:09:59,160
feature so that I get a benefit.
It can lead you down the wrong. 

221
00:09:59,160 --> 00:10:01,920
Path because you end up just 
building the future the customer

222
00:10:01,920 --> 00:10:04,320
asks for. 
Instead of solving the problem 

223
00:10:04,320 --> 00:10:06,400
they actually have. 
It's the classic trap. 

224
00:10:06,440 --> 00:10:08,680
The customer says I want a clock
on the dashboard, right? 

225
00:10:09,280 --> 00:10:12,120
But the job they're trying to do
is not be late for my next 

226
00:10:12,120 --> 00:10:14,360
meeting. 
You could build the world's best

227
00:10:14,360 --> 00:10:17,040
clock, but maybe what they 
really needed was better 

228
00:10:17,040 --> 00:10:19,040
calendar integration or traffic 
alerts. 

229
00:10:19,440 --> 00:10:21,640
You have to find the job behind 
the feature request. 

230
00:10:21,800 --> 00:10:25,760
Which is why the sources push 
this idea of job stories. 

231
00:10:26,800 --> 00:10:28,320
It's a different way of writing 
things down. 

232
00:10:28,320 --> 00:10:29,720
A different template? 
Yeah. 

233
00:10:29,720 --> 00:10:33,120
It forces you to get clarity on 
the context and the motivation 

234
00:10:33,120 --> 00:10:35,160
before you even think about a 
solution. 

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And the template is it's. 
Smell, yeah, when situation I 

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like to motivation. 
So that benefit you have to 

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state the context first. 
That's half the battle. 

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OK, so let's apply that back to 
the milkshake. 

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A traditional user story might 
be the user wants a large 

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milkshake. 
Vague. 

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Not very helpful. 
But a job story would be when 

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I'm driving to work alone on a 
long commute, I like to drink a 

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milkshake so that the trip is 
less tedious and I don't feel 

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hungry when I get there. 
See, that story captures 

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everything. 
The circumstance, the job, the 

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progress. 
It's so much richer. 

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So what's a practical tip for 
this when a customer asks for a 

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feature? 
This is a great one. 

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You just ask them one simple 
question. 

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How are you solving this problem
right now without this feature? 

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That's smart. 
It immediately tells you the 

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context, their true motivation, 
and who your real competition 

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is, even if their current 
solution is some messy duct 

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taped workaround. 
And it shows you all the 

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friction points. 
That's gold for improving a 

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product. 
Pure gold. 

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So this all leads to this this 
fundamental mindset shift, 

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moving away from how things are 
normally done. 

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It really is a different way of 
thinking. 

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Traditionally a company starts 
with supply. 

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They build a cool thing with 
lots of features and then they 

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try to like create demand for it
with marketing. 

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It's the build it and they will 
come model which often doesn't 

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work. 
But GTBD says do the opposite. 

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Yeah, you start with a demand, 
the customer's real job, and 

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then you work backward to figure
out the supply, the features you

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need to build. 
Exactly. 

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And that is so valuable for 
modern software where the 

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requirements are often, well, 
they're emergent. 

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What do you mean by emergent? 
I mean, the customer can't 

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really tell you what the final 
solution should look like. 

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They've never seen it before. 
They just know the pain point. 

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They know the pain, they know 
the job that needs doing, so by 

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focusing on that job, we can 
build solutions iteratively that

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actually deliver that progress. 
It's why this works so well with

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things like design thinking. 
It keeps innovation focused on 

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solving real problems, not just,
you know, adding more buttons. 

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You got it. 
The ultimate benefit is you 

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avoid building these huge, 
bloated systems filled with 

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features that deliver little 
progress for customers and 

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therefore end up not being used.
We build progress, not just 

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software. 
That's the perfect way to put 

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it. 
Success doesn't come from having

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the longest feature list, it 
comes from identifying the 

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specific progress a person is 
trying to achieve in a specific 

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context. 
And then engineering a solution 

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to make that happen with the 
least amount of friction, 

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whether that solution is a piece
of software or a really thick 

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beverage. 
Exactly. 

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So as you're thinking about this
deep dive, maybe reflect on your

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own life or on the systems that 
you manage if the real 

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competitor for accounting 
software can be a simple 

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notebook. 
What seemingly unrelated low 

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tech tool are you hiring right 
now to get a tedious job done in

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your daily routine? 
That's a great question. 

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I mean, think about it, are you,
metaphorically speaking, using 

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the standard issue high calorie 
milkshake when what you really 

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need is that highly viscous low 
sugar formula that's built just 

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for your 45 minute commute? 
Identify the true job. 

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Yeah, that's the first step. 
It's the first and most 

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important step, and for anyone 
who wants to go deeper, we 

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really encourage you to check 
out the further reading, 

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especially the book Competing 
Against Look. 

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It'll really change how you see 
the world of products in 

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progress.