Jobs to be Done (JTBD)
for Museums activities and operation of historical sites and buildings (ISIC 9102)
JTBD is highly relevant to the museums and historical sites industry, scoring a 9 due to its direct applicability to overcoming core challenges like visitor relevance, engagement, and diversification. The industry's primary output is an 'experience,' and understanding the 'job' that experience...
What this industry needs to get done
When managing a collection of unique, often fragile historical artifacts and sites, I want to balance public access and educational imperatives with the imperative for long-term preservation, so I can fulfill both my mission and my custodial responsibility.
The physical constraints of historical sites (PM02: 4/5) and the extreme sensitivity of heritage items (CS02: 4/5) create a constant tension between showcasing and protecting, often leading to difficult trade-offs and limited innovation in access methods.
- Artifact damage incidents per 1000 visitors
- Unique visitor count per year
- Collection condition assessment scores
When developing new exhibits or public programs, I want to make complex historical narratives and cultural significance engaging and relevant to diverse and modern audiences, so I can increase visitor engagement, understanding, and repeat visitation.
The subjective value of cultural experiences (PM01: 4/5) and the need to appeal across varied cultural backgrounds (CS01: 3/5) make it challenging to design universally compelling content that resonates deeply without 'dumbing down' the history.
- Average visitor dwell time per exhibit
- Visitor satisfaction scores for educational content
- Repeat visitor rate percentage
When facing increasing operational costs and competition for leisure time and funding, I want to secure diverse and sustainable funding streams beyond traditional ticketing and grants, so I can ensure the long-term financial viability and independence of the institution.
The high market saturation (MD08: 4/5) and often fixed price formation (MD03: 1/5) mean institutions struggle to generate sufficient revenue, forcing reliance on precarious external funding and limiting strategic investment.
- Percentage of revenue from non-ticket sources
- Annual unrestricted net assets growth
- Number of new corporate partnerships
When managing a diverse workforce from specialized conservators to visitor service staff, I want to attract, train, and retain talent with niche skills and a passion for heritage, so I can maintain high operational standards and deliver exceptional experiences.
While not inherently underserved, the niche nature of many roles means that finding highly specialized staff can be difficult, and retaining them requires continuous investment in professional development and competitive compensation (CS08: 2/5).
- Staff turnover rate for specialized roles
- Average time to fill open positions
- Employee satisfaction score
When acquiring, deaccessioning, or exhibiting artifacts, especially those of cultural significance, I want to ensure absolute adherence to complex national and international ethical, legal, and heritage compliance standards, so I can maintain legal standing and public trust.
The extremely rigid ethical and religious compliance requirements (CS04: 4/5) and high heritage sensitivity (CS02: 4/5) make navigating provenance and restitution claims a highly complex and risk-prone task, despite existing frameworks.
- Compliance audit pass rate
- Number of regulatory fines or violations
- Incidents of restitution claims against collections
When engaging with local communities, I want to be perceived as an inclusive, relevant, and vital cultural anchor, rather than an elite or detached institution, so I can foster community pride, broaden visitor demographics, and secure local support.
Bridging potential cultural friction and normative misalignment (CS01: 3/5) between the institution's offerings and the diverse expectations of local populations often leads to a perception of irrelevance for some community segments.
- Local resident visitation percentage increase
- Community program participation rate
- Perception of inclusivity survey score
When presenting potentially sensitive historical narratives or managing collections with complex provenances, I want to demonstrate uncompromising ethical stewardship and transparency, so I can build and maintain trust with source communities, the public, and peer institutions.
The high heritage sensitivity (CS02: 4/5) and the risk of social activism (CS03: 3/5) around historical interpretations or acquisition histories create significant reputational risk if perceived ethical breaches occur, demanding constant vigilance and proactive communication.
- Public trust index score
- Number of positive media mentions regarding ethical practices
- Completion rate of provenance research for sensitive items
When making strategic decisions about future exhibits, digital initiatives, or educational programs, I want to feel confident that these choices will successfully anticipate and meet the evolving needs and interests of future audiences, so I can ensure the long-term relevance and impact of the institution.
The market's risk of obsolescence (MD01: 3/5) and the inherent ambiguity in measuring the 'value' of cultural experiences (PM01: 4/5) make it difficult to predict future demand and can lead to anxiety about investing in potentially unpopular or irrelevant initiatives.
- Visitor return on investment for new initiatives
- Public perception of innovation score
- Growth rate of new audience segments
When reflecting on the institution's mission, I want to feel a profound sense of pride and accomplishment that we are effectively preserving, interpreting, and making accessible significant cultural heritage for future generations, so I can reaffirm the intrinsic value of our work.
The intangible nature of cultural impact (PM01: 4/5) and the long time horizons for measuring true legacy make it challenging to concretely demonstrate the profound value being created, which can lead to a feeling of existential uncertainty despite dedicated effort.
- Staff morale and engagement survey scores
- Number of scholarly citations/research contributions
- Positive sentiment analysis in public discourse
When operating in a highly scrutinized public domain, I want to feel secure that our operations, collections, and interpretations are robustly defended against public criticism, legal challenges, or social activism, so I can maintain institutional reputation and focus on our core mission.
The potential for social activism (CS03: 3/5) and the strict ethical compliance demands (CS04: 4/5) mean that institutions constantly face scrutiny over their practices, creating a pervasive fear of public backlash or reputational damage that can distract from strategic objectives.
- Number of negative media incidents or public protests
- Public perception of ethical leadership score
- Legal dispute resolution success rate
Strategic Overview
The Jobs to be Done (JTBD) framework offers a powerful lens for the 'Museums activities and operation of historical sites and buildings' industry, enabling a profound shift from merely presenting artifacts and history to understanding and fulfilling the underlying motivations and needs of visitors. Instead of asking 'What exhibit do visitors want?', JTBD prompts 'What 'job' are visitors trying to get done when they decide to visit a museum or historical site?' This can range from functional jobs like 'to learn something new' or 'to entertain my family,' to emotional jobs such as 'to feel connected to my heritage' or 'to escape daily stress,' and social jobs like 'to appear cultured to my friends.'
This customer-centric approach is crucial for an industry facing challenges such as 'Declining or Stagnating Visitor Numbers' and 'Attracting Younger Demographics' (MD01), 'Maintaining Relevance & Innovation' (MD07), and 'Visitor Fatigue & Engagement' (MD08). By identifying these core 'jobs,' institutions can innovate more effectively, design experiences that deeply resonate, and communicate their value proposition in a way that speaks directly to visitor aspirations. This moves beyond superficial preferences to uncover deeper unmet needs, leading to more sustainable engagement and mission fulfillment.
4 strategic insights for this industry
Beyond Demographics: Uncovering Deeper Motivations
Traditional demographic segmentation often fails to explain why people visit. JTBD reveals that people from vastly different backgrounds might 'hire' a museum for the same job (e.g., 'to find inspiration' or 'to create shared family memories'). Understanding these underlying jobs allows for more precise experience design and targeted marketing, moving beyond age or income brackets. For instance, a historical site might be 'hired' by a parent to 'give my child an engaging history lesson' (functional) or by an individual to 'feel a tangible connection to the past' (emotional).
Innovation Through Job Fulfilment Gaps
Identifying 'jobs' that current offerings poorly address or completely miss presents significant innovation opportunities. For example, if research reveals a 'job to be done' is 'to escape the constant digital noise for a period of reflection,' a museum could innovate by creating silent contemplation spaces or 'digital detox' guided tours, directly fulfilling an unmet need. This framework helps prioritize innovations that genuinely add value rather than simply modifying existing offerings.
Reframing Value Proposition & Pricing
When an institution understands the 'job' a visitor is trying to get done, it can better articulate its value proposition and justify pricing. Instead of marketing 'visit our new Roman exhibit,' institutions can market 'fulfill your curiosity about ancient civilizations' or 'create lasting family memories.' This reframing addresses MD03 challenges by aligning perceived value more closely with the deep-seated 'jobs' people are willing to pay for, allowing for potentially diversified pricing models based on the value delivered.
Addressing Non-Consumption & Competition
JTBD helps identify why certain segments are 'non-consumers' – what 'jobs' are they trying to get done that museums are not fulfilling, or that other 'competitors' (e.g., theme parks, nature trails, streaming services) are doing better? This allows museums to broaden their appeal and consider how to better compete for leisure time by directly fulfilling these currently unmet jobs or addressing the 'pains' associated with existing 'solutions'.
Prioritized actions for this industry
Conduct deep qualitative JTBD research with diverse visitor and non-visitor segments.
Understanding the functional, emotional, and social 'jobs' directly from users is critical. This involves in-depth interviews, observational studies, and ethnographic research rather than just surveys, to uncover nuances and unspoken needs. This moves beyond surface-level preferences to foundational motivations.
Map existing and potential programs/exhibits to identified 'jobs to be done'.
Categorize current offerings by the 'jobs' they fulfill. Identify gaps where crucial 'jobs' are underserved or entirely missed, and conversely, where multiple offerings address the same 'job' redundantly. This provides a clear roadmap for optimizing current experiences and identifying innovation opportunities.
Develop and pilot new experiences specifically designed to fulfill underserved 'jobs'.
Based on the identified gaps, create targeted programs or modify existing ones to explicitly address these 'jobs'. For example, if 'job: to find a peaceful retreat' is identified, develop 'contemplation zones' or 'mindful history walks.' This direct alignment maximizes relevance and visitor satisfaction.
Realign marketing and communication strategies around 'job fulfillment'.
Shift marketing messages from 'what we have' (e.g., 'see our artifacts') to 'what you can achieve' (e.g., 'satisfy your curiosity,' 'connect with history,' 'create cherished family memories'). This resonates more deeply with potential visitors and clarifies the value proposition, impacting perceived value.
From quick wins to long-term transformation
- Conduct 'switch' interviews: Speak to recent first-time visitors about what prompted their visit and why they chose your institution over alternatives, or what 'pain' they were trying to alleviate.
- Analyze visitor reviews (online platforms, comment cards) for recurring themes related to 'what visitors got out of their visit' beyond just the exhibits.
- Facilitate internal workshops with staff (front-of-house, curators, educators) to brainstorm the 'jobs' they believe visitors are 'hiring' the institution for.
- Engage a specialist consultant or dedicated research team to conduct formal JTBD interviews and synthesize findings into actionable 'job stories' and 'job statements.'
- Develop visitor personas that are 'job-centric' rather than purely demographic, detailing the specific jobs, pains, and gains of each persona.
- Integrate JTBD into the exhibition and program development lifecycle, ensuring new initiatives are designed to address specific, validated 'jobs'.
- Embed a 'jobs-first' culture across the entire organization, from strategic planning to visitor services, ensuring all decisions are aligned with visitor 'job fulfillment.'
- Regularly revisit and update 'job maps' as visitor needs and societal contexts evolve, maintaining long-term relevance.
- Explore flexible pricing models or membership tiers based on distinct 'job' bundles (e.g., a 'learning job' package vs. a 'social job' package).
- Confusing 'solutions' with 'jobs': E.g., 'to see the Mona Lisa' is a solution, not a job. The job might be 'to experience iconic art' or 'to impress my travel companions.'
- Superficial research: Relying on surveys alone without deep qualitative interviews can lead to incomplete or misleading 'job' identification.
- Internal resistance to change: Staff may be entrenched in an 'artifact-first' mindset and resist a visitor-centric shift.
- Lack of integration: Conducting JTBD research but failing to translate insights into concrete program development or marketing changes.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Job Fulfillment Score | Directly ask visitors via post-visit surveys how well their primary 'job' (e.g., 'to learn about X,' 'to spend quality family time') was fulfilled on a scale of 1-5. | Average score > 4.0 across all identified primary jobs. |
| New Visitor Segments Growth | Percentage increase in visitor numbers from previously underserved or non-consuming segments identified through JTBD analysis. | 10-15% annual growth in targeted new segments. |
| Program/Exhibit Relevance Rating | Visitor ratings of how relevant specific programs or exhibits are to their personal interests or goals (which align with identified jobs). | Minimum 80% of new programs/exhibits rated as highly relevant (4-5 on 5-point scale). |
| Visitor Conversion Rate (Marketing) | Rate at which target audiences respond to 'job-centric' marketing campaigns and convert into visits or bookings. | 15-20% higher conversion rate for job-centric campaigns compared to traditional campaigns. |
Other strategy analyses for Museums activities and operation of historical sites and buildings
Also see: Jobs to be Done (JTBD) Framework