Rethinking Problem Statements

I consider myself somewhat of an expert on crafting the problem statement and distilling it down to its simple form: free of solution distractions or based on business limitations. But in looking back on some of my well-intentioned statements, I think I bled some solutions into the statement. And that got me thinking. Are we really focusing on the problem?

Let’s go with something that I dealt with this morning. I have a boat and the cushions in my saloon are fading and a couple have tears. As a business leader, how would you frame my problem statement? Would you frame that as “Consumers need long-lasting, fade-resistant material for their cushions”?

If you did, I urge you to consider dialing it back – the problem is the problem, and the solution is what you think the problem is. Big difference.

The simple problem statement is “Consumers have a problem when their cushions fade or tear.” The goal of this problem is to offer solutions.

This simple problem statement opens all kinds of conversations about how to solve that. Conversations you have with product folks, business leaders, engineers, designers. Why does it fade? Where is it tearing? How can we solve that? What is the likelihood the customer will replace? Do they want to replace? What is shifting in the industry and with consumer behaviors? Is it repairable and how might we offer that? How can we find that out? Etcetera.

Despite what we’ve been taught, that the problem statement should convey what needs to change, and that we need to focus on solutions not problems, I’m more inclined to keep the problem front and center, and then write a Problem Goal statement that aims to inspire solutions. In doing so, I will know that what we are investing in solves the problem and doesn’t just satisfy the goal.