ENTERPRISE TRANSFORMATIONJobs To Be Done + Strategic Architecture | Staffing
Core Framework | Source: A New Paradigm in Digital Transformation (2025)
Client: Employbridge | Year: 2023 | Role: Executive Advisor, Project Lead
Overview
As Employbridge integrated multiple acquisitions under private equity ownership, it needed to simplify a fragmented technology landscape. I developed and facilitated a Jobs to Be Done (JTBD) workshop with senior leaders—the first applied step of the framework introduced in A New Paradigm in Digital Transformation, co-authored with Paul Bertucci of Salesforce. The session aligned leaders around business-critical jobs across the customer lifecycle and laid the foundation for a future-state enterprise architecture.
Challenge
The consolidation of multiple businesses led to overlapping systems, siloed strategies, and competing priorities across Employbridge. Senior leaders from sales, IT, marketing, product, fulfillment, and service needed a shared view of the enterprise-level jobs essential to delivering value and operating effectively. The workshop created alignment around those outcomes and clarified where technology could be streamlined to support them moving forward.
Outcomes
Facilitated a cross-functional workshop with senior leaders from IT, Marketing, Sales, Product, Fulfillment, and Service
Mapped end-to-end Jobs to Be Done across the talent and client journey using the JTBD + Strategic Enterprise Architecture framework
Created a shared language to reduce redundancy and align teams around enterprise goals
Identified high-friction, high-impact jobs that represent opportunities for innovation and AI
Laid the foundation for future-state capability mapping, tech planning, and phased roadmap execution
JTBD FOUNDATIONS & FRAMING
I introduced the Jobs to Be Done framework, emphasizing its value in surfacing outcomes over outputs, and aligning teams around customer and internal user needs. Participants reviewed aspirational, big, little, and micro jobs and explored how job maps are structured across the customer and employee lifecycle.
JOB MAPPING IN TEAMS
Cross-functional teams collaboratively built job maps representing the core work of internal users across the full talent and client journey—from business development through redeployment. Participants generated dozens of jobs across job performers and lifecycle phases, capturing both breadth and nuance.
REFINEMENT & OPPORTUNITY IDENTIFICATION
Teams refined their job maps and prioritized high-friction, business-critical jobs. Share-outs created shared understanding and a common language. Rather than propose solutions, leaders described the impact of acting—or not—on key jobs, framing opportunities through friction, importance, and potential benefits using the JTBD lens.
LAYING THE FOUNDATION FOR STRATEGIC ARCHITECTURE
The workshop outcomes informed a broader effort to assess current capabilities, define future-state technology needs, and sequence a strategic roadmap. This session seeded the enterprise-wide JTBD map and became the first layer of alignment for technical and business architecture efforts.
