Over the past decade, Callahan & Associates has worked closely with credit union leadership teams across the country to help them approach innovation and think more strategically about how they serve their members. A key part of this work has been rooted in Professor Clayton Christensen’s course, Disruptive Strategy for Organizations, which equips leaders to anticipate change and build organizations that are resilient to disruption. To date, 355 credit union leaders have completed this groundbreaking course which Callahan delivers in collaboration with Harvard Business School Online. One of the most impactful concepts from that course is Christensen’s “Jobs To Be Done” (JTBD) framework.
JTBD encourages organizations to look beyond the surface of what members are doing — applying for a loan, opening a savings account — and instead ask: What is the member really trying to accomplish? Or, to look at it through the eyes of the member: What “job” is the member “hiring” the loan to do? This shift in perspective helps credit unions design services that are not only more relevant, but more meaningful.
It’s Not Just a Loan — It’s a Life Solution
Take the example of an auto loan. On paper, it’s a standard financial product. In practice, it could represent a dozen different motivations. One member might need a reliable car to get to work. Another might be buying a vehicle to launch a side business. Someone else might be celebrating a personal milestone with a luxury upgrade. The same product, but very different jobs.
Understanding these nuances allows credit unions to tailor their offerings, messaging, and service experience to meet members where they are — not just financially and practically, but emotionally, in terms that help members feel satisfied and proud of what they’ve done. The JTBD framework accounts for the power and importance of this additional dimension of member behavior and choices.
Savings with Purpose
The same principle applies to savings. A member might be building a safety net for emergencies, saving for a child’s education, or planning for retirement. Each of these goals carries different emotional weight and financial timelines. A generic savings account may not be enough. But a solution that aligns with the member’s specific job? That helps the member feel that their credit union cares about their wellbeing, and that builds trust — and loyalty.
By identifying and understanding the importance of these jobs, credit unions can design more relevant products, offer better guidance, and create stronger emotional connections with their members.
Ask, Listen, Learn — Then Act
While data analytics and AI can help detect patterns and identify needs, they are no substitute for genuine human inquiry. Credit unions must cultivate a culture of curiosity — one that encourages staff to ask thoughtful questions and truly listen to members’ stories.
What prompted the member to walk into the branch or open the app today? What are they trying to accomplish? What’s standing in their way? These questions unlock insights that no algorithm can fully capture.
And the process doesn’t stop after one conversation. A member’s needs evolve. Life stages change. Economic conditions shift. That’s why JTBD is not a one-time exercise — it’s an ongoing dialogue. Credit unions must keep asking, “What job is our member trying to get done now?”
Strategic Implications for Credit Union Leaders
For executives, embracing JTBD means rethinking how success is measured. Instead of focusing solely on product uptake or transaction volume, consider metrics like member progress, satisfaction with outcomes, and emotional engagement.
It also means empowering teams across the organization — from frontline staff to product developers — to think in terms of jobs. Training, tools, and incentives should all reinforce this mindset.
JTBD can help uncover unmet needs and inspire innovation. When credit unions understand the full context of a member’s life, they can identify opportunities to serve them in new and impactful ways, anticipating needs, optimizing the member experience, and improving wellbeing.
Ultimately, JTBD reminds us that members don’t come to credit unions for products — they come for progress. They want to move forward in their lives, and they’re looking for a trusted partner to help them do it. How will you become that trusted partner?
Align Your Leadership Team With This Course
Hundreds of credit union executives have already taken this program with their teams — and gained valuable insight into building and sustaining success from the inside out. Let’s connect about your team’s goals and how we can tailor this course to meet them.