Jobs to be Done (JTBD)
for Library and archives activities (ISIC 9101)
JTBD is highly relevant for the Library and archives activities industry due to its direct impact on understanding evolving patron needs, which is crucial for addressing 'Maintaining Relevance and Patron Engagement' (MD01). Libraries and archives are increasingly challenged to justify their...
Strategic Overview
The Jobs to be Done (JTBD) framework offers libraries and archives a potent lens to move beyond traditional service definitions, focusing instead on the underlying 'jobs' patrons are truly trying to accomplish. This shifts the organizational perspective from 'what we offer' (e.g., books, databases) to 'what problems we solve' for our community. By understanding the functional, emotional, and social dimensions of these 'jobs,' institutions can innovate services and resource allocation more effectively, directly addressing challenges like 'Maintaining Relevance and Patron Engagement' (MD01) and 'Funding Instability and Budget Constraints' (MD03) by demonstrating tangible value.
Applying JTBD in this industry enables a deeper understanding of why patrons 'hire' a library or archive, whether it's for quiet contemplation, reliable information verification for a school project, community connection, or digital literacy support. This framework is particularly crucial as libraries navigate a hybrid physical-digital service model and evolve beyond mere repositories, positioning themselves as vital community hubs and essential educational resources. It provides a strategic foundation for service innovation and justification of public funding.
4 strategic insights for this industry
Beyond Information Access: Identifying Core User 'Jobs'
Patrons 'hire' libraries and archives for a diverse set of 'jobs' that extend far beyond simply accessing materials. These include 'finding a safe, quiet third place to study or work' (functional, emotional), 'connecting with community members' (social), 'verifying credible information for decision-making' (functional), or 'learning a new digital skill for career advancement' (functional, emotional). Understanding these deeper motivations is key to designing truly valuable services.
Differentiated 'Jobs' for Physical vs. Digital Spaces
The 'jobs' patrons 'hire' libraries for differ significantly between physical and digital environments. Physical spaces might be 'hired' for 'community gathering,' 'accessing specialized equipment (e.g., 3D printer),' or 'escaping home distractions.' Digital platforms are 'hired' for 'on-demand research,' 'accessing obscure historical documents from home,' or 'learning online at my own pace.' This distinction informs separate and complementary strategic investments.
Innovation Opportunities from Unmet 'Jobs'
By actively seeking out 'jobs' that patrons struggle to complete with current offerings, libraries and archives can uncover significant innovation opportunities. For example, if users struggle to 'navigate complex government forms,' a new program for civic literacy or one-on-one assistance emerges. If local historians need to 'digitize fragile family archives,' a specialized scanning service could be developed, addressing 'Resource Allocation for Digital Transformation' (MD01).
Justifying Funding through 'Job' Accomplishment
Framing the library's value proposition in terms of 'jobs' completed for the community provides a more compelling argument for public funding (MD03) and resource allocation (MD01). Instead of reporting 'circulation numbers,' libraries can highlight 'number of individuals who successfully completed their job search' or 'number of students who improved their grades using our resources,' directly linking services to tangible community outcomes.
Prioritized actions for this industry
Conduct In-depth 'Job' Interviews and Observations with Patrons
Directly interview a diverse set of patrons about their aspirations, struggles, and desired outcomes when interacting with the library/archive. Observe their behavior in both physical and digital spaces. This qualitative data is crucial for uncovering the true functional, emotional, and social 'jobs' patrons are trying to get done, rather than just what they say they want.
Map Identified 'Jobs' to Current Services and Resources
Create a 'Job-to-Service' matrix to identify where current offerings align with patron 'jobs' and, more importantly, where significant gaps or overlaps exist. This helps prioritize resource reallocation, streamline existing services, and identify areas ripe for innovation, directly tackling 'Resource Allocation for Digital Transformation' (MD01) and 'Funding Instability and Budget Constraints' (MD03).
Develop and Pilot New 'Job-Centric' Programs or Digital Tools
Based on unmet or underserved 'jobs,' design and pilot new programs, services, or digital tools. For example, if a key 'job' is 'getting reliable health information,' launch a curated health literacy program. If a 'job' is 'connecting with local history experts,' create a community archiving workshop series. This directly addresses 'Maintaining Relevance and Patron Engagement' (MD01) and 'Identifying Evolving Community Needs' (MD08).
Re-evaluate and Redesign Physical and Digital Spaces for 'Jobs'
Optimize library and archive spaces (both physical layouts and digital user interfaces) to better facilitate the identified 'jobs.' This could mean creating more collaborative workspaces for specific projects, designing intuitive navigation for digital archives, or clearly signposting 'job-specific' zones (e.g., 'quiet study zone,' 'maker space'). This enhances user experience and reinforces the library's utility.
From quick wins to long-term transformation
- Conduct short, informal 'Why did you come here today?' interviews at service desks and exit points.
- Analyze existing patron feedback/comment cards through a JTBD lens.
- Form a small, cross-functional team to champion JTBD understanding.
- Facilitate dedicated JTBD workshops with staff to articulate 'jobs' served by each department.
- Pilot one new 'job-centric' program or service in a specific area (e.g., career support, digital literacy).
- Integrate JTBD questions into annual patron surveys.
- Embed JTBD thinking into strategic planning and resource allocation processes.
- Redesign core services and physical/digital infrastructure based on comprehensive 'job' understanding.
- Develop a culture of continuous 'job' discovery and innovation across the institution.
- Confusing features/solutions with 'jobs' (e.g., 'patrons want eBooks' vs. 'patrons want to access information conveniently on their device').
- Focusing only on articulated needs and failing to uncover deeper, latent 'jobs.'
- Lack of cross-departmental buy-in, leading to siloed 'job' identification and innovation.
- Insufficient resources allocated to follow through on insights generated by JTBD analysis.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Job Completion Rate | Percentage of patrons reporting successful completion of their primary 'job' after using library/archive services (e.g., 'Did you find the information you needed?', 'Did you get your research question answered?', 'Did you successfully complete your project?'). | Increase from X% to Y% over 12 months, segmented by job type. |
| Patron Satisfaction with Specific 'Job' Support | Survey-based satisfaction scores related to how well the library/archive helped patrons achieve specific functional, emotional, or social 'jobs.' | Maintain an average satisfaction score of 4.0/5.0 or higher for critical 'jobs'. |
| Usage of New 'Job-Centric' Services/Programs | Number of participants in new programs or utilization rates for services designed to address specific unmet 'jobs.' | Achieve 75% capacity for new programs within 6 months; 20% growth in usage for relevant digital tools. |
| Perceived Value of Library/Archive (JTBD aligned) | Qualitative and quantitative feedback on how patrons perceive the institution's role in helping them solve problems or achieve goals, directly linking back to identified 'jobs.' | Increase positive sentiment in feedback; 15% increase in patrons strongly agreeing the library helps them achieve their goals. |
Other strategy analyses for Library and archives activities
Also see: Jobs to be Done (JTBD) Framework