jtbd-analysis

Name: jtbd-analysis
Author: Productfculty-aipm

70stars33forks

How to install jtbd-analysis?

productfculty-aipm/pm-copilot-by-product-faculty/jtbd-analysis

$npx -y skills add Productfculty-aipm/PM-Copilot-by-Product-Faculty --skill jtbd-analysis

Installs into the current project.

Summary

Use this skill when the user asks about "jobs to be done", "JTBD", "what job are users hiring us for", "demand-side thinking", "what progress are users trying to make", "why do users switch to our product", "what are users really trying to accomplish", "forces of progress", "push

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SKILL.md

1	# Jobs-to-be-Done Analysis
2
3	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.
4
5	Key principle: "People don't buy products; they hire them to make progress in their lives." — Clay Christensen
6
7	## Step 1 — Load Context
8
9	Read `memory/user-profile.md` for product context, and `context/product/personas.md` for user segments. Identify any existing JTBD insights already captured.
10
11	## Step 2 — Identify the Struggling Moment
12
13	The JTBD framework starts not with the product, but with the moment a user decides something has to change.
14
15	Ask the user (or infer from the context):
16	- "What situation triggers a user to start looking for a solution?"
17	- "What is the first thing that happens before someone buys or adopts our product?"
18	- "What is the user's life like right before they hire our product?"
19
20	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.
21
22	## Step 3 — Map the Four Forces
23
24	For the target user making a switch (from their current solution to ours), map the four forces:
25
26	Push forces — what's pushing them away from the status quo:
27	- Frustrations with the current solution
28	- Anxiety about staying with what they have
29	- A new problem that the current solution can't handle
30	- A growing gap between what they need and what they have
31
32	Pull forces — what's attracting them to the new solution:
33	- The promise of a better outcome
34	- A specific feature or capability they've seen
35	- Social proof (someone they respect is using it)
36	- A new habit or workflow they want to build
37
38	Anxiety forces — what's making them hesitate to switch:
39	- Fear of learning curve
40	- Cost of switching (data migration, team training)
41	- Risk of it not working ("what if this doesn't solve my problem either?")
42	- Loyalty or sunk cost with current solution
43
44	Habit forces — what's keeping them with the old way:
45	- Muscle memory and workflow familiarity
46	- Other tools that integrate with the current solution
47	- Team or organization inertia
48	- "Good enough" threshold — it's annoying but not painful enough to justify switching
49
50	## Step 4 — Define the Job Statement
51
52	Write the job-to-be-done statement in this format:
53
54	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]."
55
56	Write three versions of the job statement:
57	1. Functional job: The practical task they're trying to accomplish
58	2. Emotional job: How they want to feel during or after
59	3. Social job: How they want to be perceived by others
60
61	The best positioning addresses all three. Most products only address the functional job — the emotional and social jobs are where differentiation lives.
62
63	## Step 5 — Competitive Hire Analysis
64
65	Who or what is the user currently "hiring" to do this job?
66	- Name the current hire (could be a product, a process, a person, or nothing)
67	- What is the user tolerating or workaround-ing with their current hire?
68	- What would make them fire their current hire?
69
70	This defines the true competitive set — which is often not who you think.
71
72	## Step 6 — JTBD Output
73
74	Produce a JTBD summary:
75
76	Struggling moment: [Triggering situation]
77	Functional job: [What the user is trying to accomplish]
78	Emotional job: [How they want to feel]
79	Social job: [How they want to be seen]
80	Current hire: [What they're using today and what's wrong with it]
81	Switch trigger: [What specific event or threshold causes them to look for an alternative]
82	Key push: [The biggest frustration with the status quo]
83	Key pull: [The most attractive thing about the new solution]
84	Key anxiety: [The biggest hesitation about switching]
85	Key habit: [The most powerful inertia keeping them with the old way]
86	Implications for us: [What this means for positioning, onboarding, and messaging]
87
88	Offer to add JTBD findings to `memory/user-profile.md` and to relevant persona sections.

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Type

jtbd-analysis

70stars33forks

View on GitHub

How to install jtbd-analysis?

productfculty-aipm/pm-copilot-by-product-faculty/jtbd-analysis

$npx -y skills add Productfculty-aipm/PM-Copilot-by-Product-Faculty --skill jtbd-analysis

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	# Jobs-to-be-Done Analysis
2
3	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.
4
5	Key principle: "People don't buy products; they hire them to make progress in their lives." — Clay Christensen
6
7	## Step 1 — Load Context
8
9	Read `memory/user-profile.md` for product context, and `context/product/personas.md` for user segments. Identify any existing JTBD insights already captured.
10
11	## Step 2 — Identify the Struggling Moment
12
13	The JTBD framework starts not with the product, but with the moment a user decides something has to change.
14
15	Ask the user (or infer from the context):
16	- "What situation triggers a user to start looking for a solution?"
17	- "What is the first thing that happens before someone buys or adopts our product?"
18	- "What is the user's life like right before they hire our product?"
19
20	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.
21
22	## Step 3 — Map the Four Forces
23
24	For the target user making a switch (from their current solution to ours), map the four forces:
25
26	Push forces — what's pushing them away from the status quo:
27	- Frustrations with the current solution
28	- Anxiety about staying with what they have
29	- A new problem that the current solution can't handle
30	- A growing gap between what they need and what they have
31
32	Pull forces — what's attracting them to the new solution:
33	- The promise of a better outcome
34	- A specific feature or capability they've seen
35	- Social proof (someone they respect is using it)
36	- A new habit or workflow they want to build
37
38	Anxiety forces — what's making them hesitate to switch:
39	- Fear of learning curve
40	- Cost of switching (data migration, team training)
41	- Risk of it not working ("what if this doesn't solve my problem either?")
42	- Loyalty or sunk cost with current solution
43
44	Habit forces — what's keeping them with the old way:
45	- Muscle memory and workflow familiarity
46	- Other tools that integrate with the current solution
47	- Team or organization inertia
48	- "Good enough" threshold — it's annoying but not painful enough to justify switching
49
50	## Step 4 — Define the Job Statement
51
52	Write the job-to-be-done statement in this format:
53
54	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]."
55
56	Write three versions of the job statement:
57	1. Functional job: The practical task they're trying to accomplish
58	2. Emotional job: How they want to feel during or after
59	3. Social job: How they want to be perceived by others
60
61	The best positioning addresses all three. Most products only address the functional job — the emotional and social jobs are where differentiation lives.
62
63	## Step 5 — Competitive Hire Analysis
64
65	Who or what is the user currently "hiring" to do this job?
66	- Name the current hire (could be a product, a process, a person, or nothing)
67	- What is the user tolerating or workaround-ing with their current hire?
68	- What would make them fire their current hire?
69
70	This defines the true competitive set — which is often not who you think.
71
72	## Step 6 — JTBD Output
73
74	Produce a JTBD summary:
75
76	Struggling moment: [Triggering situation]
77	Functional job: [What the user is trying to accomplish]
78	Emotional job: [How they want to feel]
79	Social job: [How they want to be seen]
80	Current hire: [What they're using today and what's wrong with it]
81	Switch trigger: [What specific event or threshold causes them to look for an alternative]
82	Key push: [The biggest frustration with the status quo]
83	Key pull: [The most attractive thing about the new solution]
84	Key anxiety: [The biggest hesitation about switching]
85	Key habit: [The most powerful inertia keeping them with the old way]
86	Implications for us: [What this means for positioning, onboarding, and messaging]
87
88	Offer to add JTBD findings to `memory/user-profile.md` and to relevant persona sections.

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6 picks

Type