什麼是「Jobs to be Done」？
「Jobs to be Done」（以下簡稱JTBD）是一種創新理論，由克雷頓·克里斯汀森（Clayton Christensen）提出。這個理論的核心觀點是，當消費者購買產品或服務時，他們實際上是在「僱用」該產品或服務來完成某項工作。如果該產品或服務能夠很好地完成這項工作，當消費者再次面臨同樣的工作時，他們會再次選擇該產品或服務。反之，如果該產品或服務無法很好地完成工作，消費者就會「解僱」它，並尋找其他能夠解決問題的產品或服務。
JTBD理論強調，成功的創新並不僅僅來自於產品的功能或特性，而是來自於理解消費者的需求，並提供能夠解決他們問題的產品或服務。換句話說，成功的創新是以消費者的需求為出發點，而不是以產品或技術為出發點。
以「Jobs to be Done」觀點詮釋拖鞋的故事
母子鱷魚拖鞋的故事，從JTBD的角度來看，提供了一個非常好的實例。- 發現的奇蹟：跑步拖鞋 - 這裡的「工作」是消費者需要一雙可以用來跑步的鞋子。傳統的跑鞋可能會引發足底筋膜炎、黑指甲等問題，因此消費者「僱用」了母子鱷魚拖鞋來完成這項工作。這是一個意外的發現，但卻符合JTBD理論的觀點：消費者購買產品或服務，是為了完成某項工作，而不僅僅是為了產品本身。
- 精密設計：持久舒適的選擇 - 意外發現消費者所要完成的「工作」之後，也就給予母子鱷魚品牌改進產品的方向。母子鱷魚開始進行了許多技術和設計的改進，例如改進鞋底的刻紋、設計適合台灣人腳背高的弧度等。這些都是為了讓拖鞋更好地完成消費者需要的「工作」。
如何應用「Jobs to be Done」思惟找到創新之處
JTBD理論提供了一種全新的視角來看待創新。它讓我們不再僅僅關注產品的功能或特性，而是關注消費者的需求，關注他們需要完成的「工作」。這種視角可以幫助我們找到產品或服務的創新之處。
我們怎麼讓JTBD理論實際可用？我一般都是搭配IDEO的設計思考方法。IDEO是一家世界上最創新和獲獎最多的設計公司，他們的成功在很大程度上歸功於對人本設計的重視。他們的設計過程包括六個階段，我們可以透過這些階段來找到意料之外的機會：
- 觀察：首先，我們需要觀察終端使用者，學習並保持對創新可能性的開放。我們的目標是理解我們正在為其設計的人。識別行為模式、痛點，以及使用者在完成某些事情時遇到困難的地方，這些都是巨大的機會。
- 構想：在這個階段，我們根據在第一階段中從觀察和經驗中學到的東西，與團隊一起開始腦力激盪想法。我們的目標是盡可能地想出更多的想法。
- 快速原型製作：在這個階段，我們將快速構建一個簡單的原型來呈現我們的想法。這使得我們的想法變得具體，並且可以與終端使用者進行測試。
- 使用者反饋：將我們的簡單原型放入我們正在為其設計的人的手中。這是人本設計過程中最關鍵的階段。如果沒有終端使用者的參與，我們將不知道我們的解決方案是否準確，也不知道如何改進我們的設計。
- 迭代：一旦我們從用戶那裡獲得反饋，就使用該資訊來推動我們設計的變化。持續迭代，測試，並將用戶反饋整合到我們的設計中，直到我們的解決方案被微調到好。
- 實施：現在，我們已經驗證了我們的解決方案對終端使用者的實用性，並且已經將我們的設計調整到恰到好處，現在是將我們的想法推向世界的時候了。
在母子鱷魚拖鞋的案例中，公司原本只是想提供一雙好穿的鞋子，但是通過理解消費者的需求，他們發現了拖鞋可以用來跑步的新用途。這就是一種創新。同樣，他們也通過理解消費者的需求，並取得大量反饋，持續改進了拖鞋的設計，使其更適合競賽，讓意外發現的機會得以成為商機。
透過觀察消費者實際使用產品的行為和場域，我們可以發現意料之外的機會。這種方法論可以幫助我們更好地理解消費者的需求，並根據這些需求來設計產品或服務。只要我們始終以消費者的需求為出發點，始終關注他們需要完成的「工作」，我們就有可能找到創新的機會。
What is "Jobs to be Done"? "
Jobs to be Done" (JTBD) is an innovation theory proposed by Clayton Christensen. The core idea is that when consumers purchase a product or service, they are essentially "hiring" it to accomplish a specific task. If the product or service performs well in completing that task, consumers will "rehire" it when faced with the same task in the future. On the other hand, if it fails to perform, they will "fire" it and look for alternative solutions.
The JTBD theory emphasizes that successful innovation doesn't solely come from the features or functionalities of a product, but rather from understanding consumer needs and providing solutions that address those needs. In other words, successful innovation starts with consumer needs, not with the product or technology itself.
Applying "Jobs to be Done" to the Story of Slippers
The story of Crocodile Mom & Son slippers serves as an excellent example from a JTBD perspective. The "job" here is that consumers need a pair of shoes suitable for running. Traditional running shoes may cause issues like plantar fasciitis or black toenails, so consumers "hire" these slippers to get the job done. This unexpected discovery aligns with the JTBD theory: consumers purchase products or services to accomplish specific tasks, not just for the product itself.
Precision Design: A Durable and Comfortable Choice
Upon discovering the "job" consumers needed to accomplish, the brand Crocodile Mom & Son took steps to improve their product. They made several technical and design enhancements, such as improving the sole patterns and designing a higher arch suitable for Taiwanese feet, all aimed at better fulfilling the consumer's "job."
How to Apply "Jobs to be Done" for Innovation
The JTBD theory offers a fresh perspective on innovation. It shifts our focus from the product's features to the consumer's needs and the "jobs" they need to get done. This perspective can help us identify innovative aspects of a product or service.
To make JTBD theory practically applicable, I usually pair it with IDEO's design thinking methodology. IDEO is one of the most innovative and award-winning design firms in the world, largely due to their emphasis on human-centered design. Their design process includes six stages that can help us discover unexpected opportunities:
- Observation: First, we need to observe end-users, learn, and remain open to innovative possibilities. Our goal is to understand the people we are designing for. Identifying behavioral patterns, pain points, and difficulties users face in accomplishing certain tasks are all great opportunities.
- Ideation: In this stage, we brainstorm ideas with the team based on what we've learned from observation and experience. The goal is to generate as many ideas as possible.
- Rapid Prototyping: Here, we quickly build a simple prototype to present our ideas. This makes our ideas tangible and testable with end-users.
- User Feedback: We place our simple prototype in the hands of the people we're designing for. This is the most crucial stage in the human-centered design process. Without end-user participation, we won't know if our solution is accurate or how to improve our design.
- Iteration: Once we receive feedback, we use that information to drive changes in our design. We continue to iterate, test, and integrate user feedback into our design until our solution is fine-tuned.
- Implementation: Now that we've validated the utility of our solution for end-users and fine-tuned our design, it's time to bring our ideas to the world.
In the case of Crocodile Mom & Son slippers, the company initially just wanted to provide comfortable footwear. However, by understanding consumer needs, they discovered a new use for their slippers—as running shoes. This is innovation. Similarly, they continued to improve the design of the slippers to make them more suitable for running, turning an unexpected discovery into a business opportunity.
By observing how consumers actually use products in real-world settings, we can discover unexpected opportunities. This methodology can help us better understand consumer needs and design products or services accordingly. As long as we consistently focus on consumer needs and the "jobs" they need to get done, we have the potential to find innovative opportunities.
