Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
The fullest treatment of Jobs to Be Done from Christensen and colleagues. The argument is that customers hire products to make progress in a circumstance, and that the circumstance rather than the customer's attributes predicts purchase.
Christensen's account of why well run companies lose to entrants. Sustaining innovations improve products for existing customers. Disruptive ones start out worse on the established measures and serve a fringe or new market until they improve enough to take the mainstream.
Thiel's argument is that valuable companies do something genuinely new rather than copying what works, and that competition destroys profit while monopoly funds the long term.