{"id":7667,"date":"2025-03-24T23:45:39","date_gmt":"2025-03-24T22:45:39","guid":{"rendered":"https:\/\/oberwasser-consulting.de\/crises-as-a-catalyst-how-structured-jtbd-interviews-unleash-your-innovative-power\/"},"modified":"2026-08-10T16:46:36","modified_gmt":"2026-08-10T14:46:36","slug":"crises-as-a-catalyst-how-structured-jtbd-interviews-unleash-your-innovative-power","status":"publish","type":"post","link":"https:\/\/oberwasser-consulting.de\/en\/crises-as-a-catalyst-how-structured-jtbd-interviews-unleash-your-innovative-power\/","title":{"rendered":"Crises as a catalyst: How structured JTBD interviews unleash your innovative power"},"content":{"rendered":"\n
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Crises as a catalyst: Discover hidden innovation potential with the JTBD framework.<\/figcaption><\/figure>\n\n

Introduction – Crises as an opportunity<\/h2>\n\n

Crises are mercilessly honest: they not only bring weaknesses to light, but also create space for new ideas. If your company is currently struggling with financial bottlenecks, innovation bottlenecks or changing market requirements, you should pay attention. Because right now can be a decisive turning point. It is often not enough to simply adjust the same strategies a little – you need to recognize the true<\/em> needs of your customers. And this is exactly where structured JTBD interviews<\/strong> come into play. <\/p>\n\n

The Periodic Table of the Elements (JTBD Innovation Framework)<\/h4>\n\n

To really understand customers, you need more than just product surveys. The periodic table of elements<\/strong> we use is divided into five main groups: <\/p>\n\n

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  1. Jobs<\/a>:<\/strong> What do customers really want to achieve?<\/li>\n\n\n\n
  2. Events<\/a><\/strong>: What triggers or situations cause them to act?<\/li>\n\n\n\n
  3. Limiting <\/a>context:<\/strong> What obstacles or framework conditions make it difficult for them to achieve their goal?<\/li>\n\n\n\n
  4. Solutions<\/a><\/strong>: Which current solutions are customers already using – and where do they still need them?<\/li>\n\n\n\n
  5. Forces (gains and problems)<\/a><\/strong>: What forces motivate a purchase? What fears or frustrations act as a brake? <\/li>\n<\/ol>\n\n

    With this framework, you systematically uncover the hidden potential that lies dormant in the customer perspective. The result: clear recommendations for action<\/strong> that are not just based on assumptions, but on sound findings. <\/p>\n\n

    Tips<\/strong>: Learn more about our JTBD Innovation Framework at https:\/\/oberwasser-consulting.de\/mastering-jobs-to-be-done-ein-framework-fuer-mehr-als-nur-produktentwicklung\/<\/a><\/p>\n\n

    Reading tip:<\/strong> Jobs to Be Done<\/a> has long been more than just a theory. This article on impulse.de <\/a>explains how we use structured interviews to help companies really understand their customers – and create innovations that are not just based on assumptions. <\/p>\n\n

    Practical example: A bicycle store in crisis<\/h2>\n\n

    A small family business in NRW, specializing in premium e-bikes from 3,000 euros, was on the brink of collapse. Declining sales, an overflowing warehouse and the prospect of insolvency were putting pressure on the company. In just one week, we conducted seven structured JTBD interviews<\/strong> with potential and existing customers. The aha experience? Older buyers <\/em>didn’t just want an e-bike, but first and foremost freedom, social connection and an extended range of movement.<\/strong><\/p>\n\n

    Instead of fighting further discount battles, the business focused on mobile test drives in central locations:<\/strong> markets, parks and busy squares. The result: the entire annual stock was sold within 2.5 months. The crisis was not only averted – it turned out to be an accelerator for a completely new sales approach. <\/p>\n\n

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    More practical examples?<\/strong>Take a look at our case studies<\/a> to see how other companies have creatively mastered crises.<\/p>\n\n\n\n

    More on this in the article \u201cInnovation: Your solution for weathering uncertainty<\/a>\u201d by McKinsey, which is well worth reading.<\/p>\n<\/blockquote>\n\n

    Conclusions and lessons learned<\/h2>\n\n

    What can we learn from this? Firstly, those who proactively research their customers’ Jobs to Be Done<\/em> in times of crisis gain crucial insights for truly<\/em> new ideas. Secondly, a structured framework such as the periodic table of elements<\/strong> acts as a catalyst for innovation because it brings clarity to seemingly chaotic situations. And thirdly: crises require speed and courage. If you wait until the market recovers \u201cby itself\u201d, you can quickly lose touch. <\/p>\n\n

    Take the next step now: Mastering JTBD workshop in May<\/h2>\n\n