We thought we had nailed it. After months of work, we had a great internal tool for the Network Operations Center (NOC). We were sure it would change the game. But when we launched, the reality hit hard: no one used it. The only accounts created were from the original team that designed and built it. Leadership dismissed it as a failure, a waste of time and resources. My boss told me to scrap it.
“I guess we can call this another failed attempt,” he said.
But failure has its perks. It’s a brutal but effective teacher. There was a lot we could learn.
Learning from Failure
Instead of giving up, we decided to dig deeper. We started talking to users, understanding their actual needs—their jobs-to-be-done (JTBD). With those insights, we rebuilt the product. Adoption soared, trust returned, and it became a tool people actually loved. So how did we manage to turn it around?
Trust: The Foundation of Adoption and Retention
Adoption isn’t only about convincing people to try your product. Retention isn’t only about keeping them around. Both boil down to one thing: trust.
When your product delivers on its promises, you build trust. When it doesn’t, you lose it—simple as that.
"Waste no more time arguing about what a good man should be. Be one."
In the same way, don’t claim you’re helping users—actually help them.
Companies often lose touch with the true desires of users. We assume, plan, and brainstorm in our own bubbles. We chase “innovative” features and compete in a feature arms race. But if those features don’t solve real user problems, it’s noise. And noise destroys trust.
Consider the times when a product let you down by failing to deliver what it promised. It’s frustrating—and all too common, especially in software.
I can name several games with great packaging. They promised a good story and gameplay. But, after I bought them, I was very disappointed. Did I continue to play those games? No. I asked for a refund and deleted the games from my Steam library. If this happens too often, retention tanks. So does revenue. To stop people from immediately deleting your products, learn why they “hired” you.
This is where frameworks like Jobs-to-Be-Done (JTBD) come in. People don’t buy products because they’re flashy or trendy. They buy them to solve problems. If you can find those problems and build to solve them, you’re not only meeting expectations. You’re exceeding them. So how did we apply JTBD?
From Guesswork to JTBD
When we faced low adoption, the first step was to stop guessing and start listening. We spoke with users—not to confirm our assumptions, but to understand their real needs.
And the truth hit hard: users didn’t want more features; they needed solutions that worked for them. Our tool? It made their workflows more complicated instead of streamlining them. Once we saw that, the gaps became obvious.
We focused on mapping their journey—where were they struggling? What caused frustration? By addressing these pain points and aligning with their JTBD, we turned things around.
The results proved it. The original team adopted the tool. Users were raving about it. The entire Operations department adopted it. The tool spread to other sectors of the business. The user base experienced significant growth in less than six months.
But trust takes time and effort to develop. That’s why we set up a continuous feedback loop.
Continuous Feedback: The Key to Trust
Once the tool was out there, we didn’t stop. We tracked usage, gathered feedback, and made small, meaningful updates. Every improvement reinforced trust.
When users see that their input leads to real changes, they feel valued. This builds trust and turns your product into a partnership.
At first, the focus group expressed skepticism. Many feared it would be another tool designed for leadership, not their needs. There was resistance. But as the team implemented their feedback, trust grew.
Users saw the product evolve to make their work easier, and they became eager to contribute more. Adoption grew, and they started to use it more than once. Our retention numbers began improving.
Retention Takes Time
Improving retention isn’t a one-time fix. It’s a process. It requires listening, learning, and iterating. A close look at customer feedback revealed a problem. Many users were struggling with hidden manual tasks that disrupted their workflow. These weren’t obvious pain points at first. But they became clear through ongoing talks and user observation.
After finding the true jobs-to-be-done (JTBD), we aimed to help. We focused on creating solutions for saving time and better communication across departments.
We did this by:
Streamlining their experience by removing redundant steps and friction.
Integrating third-party software that they were already using into their workflow.
Automating tasks that needed manual data imports and involve repetitive steps.
By meeting users where they already operated, we solved their problems. We also showed that we understood their goals. This approach cut out unnecessary work. It provided a perfect solution that matched their jobs-to-be-done (JTBD).
The Results:
Reduced time for task completion.
Increased adoption of the product.
Positive feedback from users who felt the product was designed for their needs.
Ambassadors who pitched the product to other teams – outside of the regular user base.
Continuous feedback isn’t for finding what’s broken. It’s for uncovering hidden inefficiencies. It should lead to solutions that support your users’ goals. When customers see their feedback improve things, trust grows, and they stay.
But there is a right way and a wrong way to get feedback from users.
Avoid Common Pitfalls in User Interviews
In 15 years of working in tech, I’ve seen companies approach user interviews the wrong way—over and over again.
- They rely on assumptions, hunches, or outdated survey data.
- They conduct interviews designed to confirm their biases.
- Worst of all, they ask users which features they want.
Here’s the thing: users don’t always know what features they need. And even if they did, features aren’t the real issue. What matters is knowing why a customer hired your product. What their emotions and thoughts were. What their reasoning was behind choosing your product over a competitor’s. That’s what JTBD interviews uncover.
Keep these in mind when designing products for your users.
Why JTBD Interviews Work
Done right, JTBD interviews deliver a treasure trove of insights. You will uncover:
- The real reason users hire your product.
- The language they use to describe their needs.
- Opportunities to align your product and marketing.
With this knowledge, you can build features that solve meaningful problems. Craft a better customer journey. Create products people love.
I am surprised, but this question comes up often.
Worried About Users Leaving?
A common fear is, “If I solve their problem, won’t they leave?”
Not at all. Solving a problem builds trust, and trust keeps users coming back. Why? Because solving one problem often creates new ones.
As Alex Hormozi puts it: “Solving problems creates more problems.” That’s your opportunity. When you build trust, you earn the right to solve the next problem—and the one after that.
So start using JTBD-styled interviews to uncover and solve the first problem.
Ready to Get Started with JTBD?
Here’s a quick roadmap:
- Write a JTBD interview script – focus on understanding emotions and decisions, not features.
- Talk to your users – listen to their frustrations and unmet needs.
- Analyze the data – identify the JTBDs driving their decisions.
- Map the customer journey – pinpoint friction points.
- Focus on outcomes – solve jobs-to-be-done, don’t build blind, shiny features.
- Iterate – use feedback to improve.
- Build trust – deliver on your promises every time.
Remember, using these steps with a continuous feedback loop is best. Building trust takes time with your users.
Final Words
In the end, a failing product’s success was not about adding flashy features or guessing. It was about listening to our users and understanding their needs. We aimed to build a product that solved their problems. Trust takes time to build. But, with effort, it can transform even the most underused tool into a product people love.
If you’re struggling with retention, remember that you don’t have to do it alone. Apply the Jobs-to-Be-Done framework. Focus on continuous improvement. This will turn your product into a tool that exceeds users’ expectations. Trust the process, trust your users, and you’ll see the results.
Ready to start your journey toward improved retention? Download the Retention Revamp Guide today, and let’s build something your users will love.
