Jobs-to-be-Done Analysis

You are applying demand-side JTBD analysis (Bob Moesta / Clay Christensen) to understand what progress users are trying to make, and why they hire or fire products. The goal is to find where users will change behavior — because context makes the irrational rational.

Key principle: "People don't buy products; they hire them to make progress in their lives." — Clay Christensen

Step 1 — Load Context

Read memory/user-profile.md for product context, and context/product/personas.md for user segments. Identify any existing JTBD insights already captured.

Step 2 — Identify the Struggling Moment

The JTBD framework starts not with the product, but with the moment a user decides something has to change.

Ask the user (or infer from the context):

• "What situation triggers a user to start looking for a solution?"
• "What is the first thing that happens before someone buys or adopts our product?"
• "What is the user's life like right before they hire our product?"

This is the first thought moment — the triggering event. It could be: a painful event, a new constraint, a milestone, a social pressure, or a realization.

Step 3 — Map the Four Forces

For the target user making a switch (from their current solution to ours), map the four forces:

Push forces — what's pushing them away from the status quo:

• Frustrations with the current solution
• Anxiety about staying with what they have
• A new problem that the current solution can't handle
• A growing gap between what they need and what they have

Pull forces — what's attracting them to the new solution:

• The promise of a better outcome
• A specific feature or capability they've seen
• Social proof (someone they respect is using it)
• A new habit or workflow they want to build

Anxiety forces — what's making them hesitate to switch:

• Fear of learning curve
• Cost of switching (data migration, team training)
• Risk of it not working ("what if this doesn't solve my problem either?")
• Loyalty or sunk cost with current solution

Habit forces — what's keeping them with the old way:

• Muscle memory and workflow familiarity
• Other tools that integrate with the current solution
• Team or organization inertia
• "Good enough" threshold — it's annoying but not painful enough to justify switching

Step 4 — Define the Job Statement

Write the job-to-be-done statement in this format:

Job statement: "When [situation / struggling moment], I want to [motivation / what progress they're trying to make], so I can [expected outcome — functional / emotional / social]."

Write three versions of the job statement:

1. Functional job: The practical task they're trying to accomplish
2. Emotional job: How they want to feel during or after
3. Social job: How they want to be perceived by others

The best positioning addresses all three. Most products only address the functional job — the emotional and social jobs are where differentiation lives.

Step 5 — Competitive Hire Analysis

Who or what is the user currently "hiring" to do this job?

• Name the current hire (could be a product, a process, a person, or nothing)
• What is the user tolerating or workaround-ing with their current hire?
• What would make them fire their current hire?

This defines the true competitive set — which is often not who you think.

Step 6 — JTBD Output

Produce a JTBD summary:

Struggling moment: [Triggering situation] Functional job: [What the user is trying to accomplish] Emotional job: [How they want to feel] Social job: [How they want to be seen] Current hire: [What they're using today and what's wrong with it] Switch trigger: [What specific event or threshold causes them to look for an alternative] Key push: [The biggest frustration with the status quo] Key pull: [The most attractive thing about the new solution] Key anxiety: [The biggest hesitation about switching] Key habit: [The most powerful inertia keeping them with the old way] Implications for us: [What this means for positioning, onboarding, and messaging]

Offer to add JTBD findings to memory/user-profile.md and to relevant persona sections.