<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Job Map on MYLES — Strategy &amp; Innovation Consulting</title><link>https://myles-innovation.com/tags/job-map/</link><description>Recent content in Job Map on MYLES — Strategy &amp; Innovation Consulting</description><generator>Hugo</generator><language>en</language><lastBuildDate>Thu, 05 Mar 2026 00:00:00 +0100</lastBuildDate><atom:link href="https://myles-innovation.com/tags/job-map/index.xml" rel="self" type="application/rss+xml"/><item><title>The Job Map: Mapping What Customers Are Trying to Accomplish</title><link>https://myles-innovation.com/blog/job-map-customer-goals/</link><pubDate>Thu, 05 Mar 2026 00:00:00 +0100</pubDate><guid>https://myles-innovation.com/blog/job-map-customer-goals/</guid><description>&lt;h2 id="the-mistake-everyone-makes-before-building-a-job-map"&gt;The Mistake Everyone Makes Before Building a Job Map&lt;/h2&gt;
&lt;p&gt;When product teams discover Jobs to Be Done, they typically start in the same place: they write a job statement and then immediately ask &amp;ldquo;what do customers want?&amp;rdquo; They generate a list of needs, rank them by frequency of mention in qualitative interviews, and call the result a job map.&lt;/p&gt;
&lt;p&gt;It is not a job map. It is a prioritized list of feature anecdotes organized under a job statement header. And it fails — consistently and predictably — because it skips the step that makes the job map actually useful: decomposing the job into its functional process steps before identifying any outcomes.&lt;/p&gt;</description></item></channel></rss>