# **💼 Jobs To Be Done** When organisations hire transformation leaders, they’re not just filling a role — they’re hiring progress. The _Jobs To Be Done_ (JTBD) framework helps us see this more clearly. Rather than focusing on titles or tasks, JTBD asks a deceptively simple question: **“What is the organisation really trying to get done, and what anxieties are they trying to resolve?”** In practice, every job to be done has three dimensions: - **Functional** — the tangible, practical outcome to be achieved (e.g. “deliver a transformation programme on time and on budget”). - **Emotional (Personal)** — the inner experience of the person doing the job (e.g. “feel confident and in control amidst complexity”). - **Emotional (Social)** — the external perception they hope to create (e.g. “be seen as a credible and trusted leader”). ![[jobs-to-be-done-anatomy.png|400]] **Figure 1 - Jobs to be done anatomy** By analysing a cross-section of _Transformation Director_ job descriptions through this lens, we were able to uncover the deeper structure of what organisations are really hiring for. Beneath the surface of delivery, governance, and leadership language, three recurring **domains of uncertainty** appeared: how leaders **decide**, how they **execute**, and how they **relate**. These domains became the foundation of our [[Uncertainty Management Model]], showing that effective transformation depends not only on what leaders do, but on how they integrate clarity in **Deciding**, discipline in **Executing**, and trust in **Relating**. The table below captures this synthesis — a bridge between what the market demands and the human capabilities required to deliver it. | **Job to be Done** | **Functional Aspect** | **Emotional (Personal)** | **Emotional (Social)** | **UM Domain** | **Competence** | | ---------------------------------------------------------------------------- | ------------------------------------ | --------------------------------------- | -------------------------------- | ----------------------------------- | ---------------------------------------------------------------------------------------------------------------------------------------------- | | [[Define and drive an enterprise-wide transformation strategy]] | Translate vision into action | Mastery in complexity | Trusted architect of change | [[🧭 Deciding]] / [[⚙️ Executing]] | [[Strategic Alignment & Roadmapping]] | | [[Govern large-scale multi-workstream programmes for quality, time, budget]] | Ensure predictability and control | Competent and accountable | Safe pair of hands | [[🧭 Deciding ]] / [[⚙️ Executing]] | [[Portfolio Governance & Investment Decisioning]] / [[Programme Delivery & Integration]] / [[Operational Excellence & Performance Management]] | | [[Build and lead cross-functional teams to deliver outcomes]] | Coordinate talent and systems | Pride in team cohesion | Inspiring leader | [[⚙️ Executing]] / [[🤝 Relating]] | [[Leadership & Team Dynamics]] | | [[Engage senior stakeholders and secure sponsorship, trust, and alignment]] | Manage political dynamics | Confident influencer | Credible and astute | [[🧭 Deciding]] / [[🤝 Relating]] | [[Stakeholder Engagement & Influence]] | | [[Design and embed new operating models, processes, and governance]] | Institutionalise new ways of working | Satisfaction in system improvement | Moderniser with legacy impact | [[⚙️ Executing]] | [[Programme Delivery & Integration]] / [[Change Implementation & Capability Build]] | | [[Integrate digital technologies to enable transformation]] | Deliver tech-enabled insight | Intellectually stimulated by innovation | Future-ready digital leader | [[⚙️ Executing]] / [[🧭 Deciding]] | [[Programme Delivery & Integration]] | | [[Translate strategy into clear roadmaps, OKRs, and metrics]] | Create measurable line of sight | Assurance through evidence | Disciplined, data-driven | [[🧭 Deciding ]] / [[⚙️ Executing]] | [[Strategic Alignment & Roadmapping]] | | [[Identify and mitigate programme risks]] | Anticipate and manage exposure | Calm under pressure | Dependable under fire | [[⚙️ Executing]] | [[Risk Intelligence & Adaptive Planning]] | | [[Lead cultural change and embed new behaviours]] | Shift mindsets and norms | Purpose in enabling growth | Catalyst for positive culture | [[🤝 Relating]] / [[🧭 Deciding]] | [[Culture & Communication]] | | [[Communicate complex visions simply to varied audiences]] | Craft compelling narratives | Articulate and influential | Thought leader | [[🤝 Relating]] | [[Culture & Communication]] | | [[Balance short-term delivery with long-term capability building]] | Sequence priorities wisely | Strategic patience and foresight | Systems thinker | [[🧭 Deciding]] / [[⚙️ Executing]] | [[Strategic Alignment & Roadmapping]] | | [[Foster collaboration across technical, business, and vendor teams]] | Align diverse groups | Satisfaction in bridging silos | Integrator and coalition builder | [[🤝 Relating]] / [[⚙️ Executing]] | [[Leadership & Team Dynamics]] | | [[Develop talent and succession within transformation teams]] | Build internal capability | Generative, legacy-focused | Mentor and multiplier | [[🤝 Relating]] | [[Leadership & Team Dynamics]] / [[Change Implementation & Capability Build]] | | [[Simplify governance and decision flows]] | Remove bureaucracy | Pride in enabling agility | Pragmatic and results-focused | [[🧭 Deciding]] / [[⚙️ Executing]] | [[Portfolio Governance & Investment Decisioning]] | | [[Translate business goals into technology enablement]] | Ensure tech drives value | Intellectually stretched | Bridge between business & tech | [[⚙️ Executing ]] / [[🧭 Deciding]] | [[Strategic Alignment & Roadmapping]] | | [[Secure funding and business-case approval]] | Articulate ROI and benefit | Persuasive and entrepreneurial | Commercially astute | [[🧭 Deciding]] / [[🤝 Relating]] | [[Portfolio Governance & Investment Decisioning]] | | [[Maintain cadence and reporting for executive visibility]] | Keep leadership informed | Composed, in control | Transparent and accountable | [[⚙️ Executing]] / [[🤝 Relating]] | [[Programme Delivery & Integration]] / [[Culture & Communication]] | | [[Drive innovation and continuous improvement]] | Institutionalise learning | Energised by progress | Visionary sustaining momentum | [[⚙️ Executing]] / [[🧭 Deciding]] | [[Operational Excellence & Performance Management]] / [[Change Implementation & Capability Build]] / [[Risk Intelligence & Adaptive Planning]] | | [[Navigate ambiguity and shifting priorities]] | Adapt and reframe | Resilient and self-assured | Calm under uncertainty | [[🧭 Deciding]] / [[🤝 Relating]] | [[Risk Intelligence & Adaptive Planning]] | | [[Represent transformation externally (clients, partners, regulators)]] | Communicate value externally | Pride in representation | Credible ambassador | [[🤝 Relating]] | [[Stakeholder Engagement & Influence]] | # **Observations** - **Deciding** jobs dominate early-phase leadership and governance. - **Executing** jobs define the operational spine (programme delivery, risk, cadence). - **Relating** jobs define the credibility, influence, and cultural embedding that make transformation sustainable. - Many jobs bridge **Deciding + Executing**, reflecting hybrid strategic-delivery leadership; others bridge **Executing + Relating**, signalling emotional intelligence in action. # Questions? ![[includes-calltoaction-reflective-1]] >![[includes-hranchor-growth]] # 🤝 Want to stay in touch? ![[includes-footer-substack]] %% --- # Local Resources - ... # Ideas **3. Add a Problem Framing Tool (coming soon idea):** Eventually, you could embed a “Problem Reflection Tool” to guide visitors through reflective inquiry. Just 3–4 questions (e.g., via Typeform or Notion form) to help them name their problem type and guide them to relevant content. You could link to this from the CTA area. %%