
Revolutionize innovation with Ulwick's "Jobs to Be Done" - the methodology that transformed university recruitment and boosted success rates from 17% to 86%. Endorsed by Harvard's Clayton Christensen, it's the framework Microsoft and Bosch use to truly understand what customers actually need.
Anthony W. Ulwick, author of Jobs to be Done: Theory to Practice, is a globally recognized innovation strategist and pioneer of Outcome-Driven Innovation® (ODI). A former IBM engineer and founder of consulting firm Strategyn, Ulwick has shaped modern product development through his Jobs-to-be-Done (JTBD) framework, which helps companies align innovations with customers’ unmet needs.
His work bridges business strategy and behavioral science, with themes of customer-centric problem-solving distilled from over 30 years of advising Fortune 100 clients like Microsoft and Pfizer.
Ulwick’s earlier bestselling book, What Customers Want (2005), established ODI as a science-backed alternative to traditional market research, while his Harvard Business Review articles on JTBD theory remain foundational texts in innovation management. Holding 12 patents for his methodologies, he’s been hailed by marketing legend Philip Kotler as “the Deming of Innovation.” Jobs to be Done has become required reading at leading business schools, with Ulwick’s frameworks driving billions in revenue growth for enterprises worldwide.
Jobs to be Done presents a systematic approach to innovation through the Outcome-Driven Innovation (ODI) framework, which identifies unmet customer needs by analyzing the "jobs" they want products to accomplish. The book emphasizes quantifying customer outcomes, prioritizing underserved needs, and aligning innovation strategies with statistically validated market segments. It claims an 86% success rate for innovation projects using this method.
Product managers, innovation consultants, and business strategists seeking data-driven methods to improve product development will benefit most. Executives aiming to reduce innovation risks and marketers needing actionable customer insights will also find value. The book’s emphasis on statistical analysis makes it ideal for professionals familiar with Six Sigma or Lean methodologies.
JTBD theory posits that customers "hire" products to fulfill specific tasks or goals, prioritizing outcomes over features. Unlike traditional market research, it focuses on stable, universal customer needs rather than fleeting preferences. Anthony Ulwick developed this approach to replace guesswork with quantifiable metrics, enabling predictable innovation.
ODI uses customer surveys and job mapping to break tasks into steps, identifying underserved outcomes through metrics like importance and satisfaction. The proprietary Opportunity Algorithm pinpoints high-value innovation areas by analyzing gaps between customer needs and current solutions. This method shifts innovation from art to science, leveraging structured processes inspired by Six Sigma.
Yes, the book features examples from companies like Microsoft and Bosch, demonstrating how ODI identified untapped markets and guided successful product launches. These cases highlight strategies for turning customer feedback into actionable innovation pipelines.
Some critique its heavy reliance on statistical analysis, which may overwhelm teams without data science expertise. Others note the framework’s complexity compared to simpler qualitative approaches. However, proponents argue its rigor justifies the learning curve.
Ulwick originated the JTBD concept, focusing on quantifiable outcomes and structured processes, while Christensen popularized it through narrative-driven examples. Ulwick’s ODI framework provides a step-by-step methodology, whereas Christensen’s work emphasizes theoretical principles.
Absolutely. The book’s focus on universal customer jobs (e.g., saving time, reducing errors) makes it relevant for SaaS, healthcare, and financial services. The ODI process adapts to any sector where understanding user outcomes drives value.
Yes. With AI and automation increasing market volatility, ODI’s data-driven approach helps companies innovate sustainably. The book’s principles align with trends in personalized customer experiences and agile product development.
What Customers Want (2005) introduced ODI’s foundations, while Jobs to be Done (2016) offers advanced tactics, case studies, and tools like job mapping. The newer book is more actionable for practitioners implementing JTBD at scale.
For complementary approaches, consider Competing Against Luck (Christensen) for narrative-driven JTBD insights or The Lean Startup (Ries) for iterative innovation methods. Ulwick’s work remains unique in merging market research with statistical rigor.
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People don't want a quarter-inch drill, they want a quarter-inch hole.
People buy products and services to get jobs done.
A Job-to-be-Done is a statement that describes what a person is trying to accomplish in a given circumstance.
The key is to discover the metrics customers use to measure success when getting a job done.
"This fundamental lack of agreement on what a need is 'is killing innovation.'"
Break down key ideas from Jobs to be Done into bite-sized takeaways to understand how innovative teams create, collaborate, and grow.
Distill Jobs to be Done into rapid-fire memory cues that highlight key principles of candor, teamwork, and creative resilience.

Experience Jobs to be Done through vivid storytelling that turns innovation lessons into moments you'll remember and apply.
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What if there was a way to predict innovation success with 86% accuracy? While most companies stumble through product development with failure rates exceeding 80%, a quiet revolution has been transforming how organizations innovate. It began with IBM's catastrophic PCjr failure in 1984-a billion-dollar lesson that sparked a completely new approach to understanding what customers actually need. Tony Ulwick's Outcome-Driven Innovation methodology, endorsed by Harvard's Clayton Christensen and adopted by Microsoft, Bosch, and Twitter, has been delivering consistent results for over 25 years. The secret? Stop guessing what customers want and start understanding the jobs they're trying to get done.