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Most customer experience teams track satisfaction scores and NPS. The smartest leaders focus on Customer Effort Score (CES). Unlike sentiment metrics, CES directly predicts financial outcomes that determine business success: customer lifetime value, churn, and acquisition costs. Read our latest blog to learn more:

Most teams treat Jobs to be Done (JTBD) and personas as competing tools. But they don’t have to be. Our latest guide shows you how to move beyond the false choice between JTBD and personas by creating JTBD-infused personas—a hybrid model that strengthens customer understanding and drives smarter product decisions. If you’re looking for a framework that goes beyond generic profiles and ties directly to customer outcomes, this is for you. Read the full guide here:

Jobs to be Done (JTBD) shifts how decisions get made across the organization. Product managers no longer justify features just because they’re on the roadmap—they justify them by job outcome potential. Marketing stops leading with feature lists and instead positions the product on its job advantages. Customer success defines value not by adoption metrics, but by how effectively customers achieve job completion. When every team aligns around job outcomes, roadmap priorities, messaging, and value realization all reinforce the same goal: helping customers get their jobs done faster, more accurately, and with less effort.

Did you know? A feature with lower usage but high impact on job performance is often more effective than one with high adoption but little outcome improvement. This flips the traditional view of success. Adoption rates tell you what’s popular; Jobs to be Done (JTBD) tells you what’s effective. JTBD reframes feature effectiveness by asking: does this capability improve job completion speed, accuracy, or effort reduction? Because at the end of the day, usage ≠ value. Outcomes = value.

Roadmap-to-job attribution needs more than product analytics. Clicks, page views, and sessions do not equal job outcomes. They only tell you what customers did inside your product—not whether they achieved what they set out to do. To measure true impact, you need data on goal achievement, success rates, and completion workflows. That’s how you move beyond activity metrics and start proving whether roadmap initiatives are actually improving customer outcomes.

CES correlation analysis helps separate signal from noise. It reveals which roadmap changes truly reduce customer effort, and which ones simply add more features without making the job easier. This distinction is critical. Too often, teams confuse more functionality with better outcomes. But customers don’t measure value in features shipped, they measure it in how much faster, easier, and more accurately they can complete their jobs. When CES is connected to specific job steps, it becomes a powerful guide for roadmap prioritization—ensuring progress is defined by customer outcomes, not product activity.

Did you know? A feature can be widely adopted and still fail if it adds cognitive friction. Job success isn’t just about functionality—it’s about how well your product matches the way customers naturally think and work. When workflows align with customer mental models, tasks feel seamless. When they don’t, even “successful” features can slow job completion and erode value. Adoption ≠ success. Alignment = success.

Feature adoption rates tell you what users click. Jobs to be Done (JTBD) tells you how well they complete their core jobs. That’s the deeper signal. Adoption and engagement metrics are valuable, but they only measure activity. JTBD success metrics measure outcomes—speed, accuracy, and effort reduction in job completion. When teams shift from tracking clicks to tracking job success, they stop optimizing for usage and start optimizing for customer value.

There are three critical dimensions of job success: speed, accuracy, and effort reduction. Together, they redefine how product teams measure outcomes. Traditional product metrics like adoption, engagement, and retention explain what customers did, but not why it mattered. The Jobs to be Done (JTBD) framework reframes success around customer outcomes. It asks: how quickly can customers complete the job, how accurately can they achieve the right result the first time, and how much effort does it really take? When teams measure success this way, they uncover where customers truly struggle—and identify the initiatives that deliver the greatest impact.

Knowing about Jobs to be Done (JTBD) is one thing. Being able to apply it — consistently and at scale — is another. Building repeatable JTBD competencies takes more than theory. It means developing skills that teams can use in real situations, across products, markets, and contexts. One way to structure that learning is step-by-step: 1. Foundational Principles – Understanding JTBD theory, its history, and the Job Map. 2. JTBD Interviewing – Learning to uncover the customer’s job and identify unmet needs. 3. Quantitative Analysis – Using surveys and Customer Effort Scores to prioritize opportunities. 4. Strategy & Application – Translating JTBD insights into product roadmaps, marketing, and sales strategies. By progressing from theory to hands-on practice, teams can build confidence and consistency in applying JTBD, and that’s when real change happens.