Users do not buy products. They hire products to do a job. That distinction — deceptively simple — changes every architectural decision a technical leader makes.
The Jobs-to-Be-Done framework, developed by Clayton Christensen and colleagues, holds that the fundamental unit of user value is not the feature and not the product. It is the job: the specific progress a user is trying to make in a specific circumstance. When you understand the job, you understand what the system must actually do, and you can evaluate architectural decisions against that criterion rather than against an internal standard of technical correctness.
Technical leaders who learn to think in jobs build systems that solve the right problem well. Technical leaders who do not build systems that solve the wrong problem perfectly.