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What's your process for identifying and prioritizing the most important technology problems?

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Technology problems are inevitable in any organization that relies on innovation and creativity. But how do you decide which ones are worth solving and which ones are not? How do you allocate your resources and time to the most impactful and feasible solutions? In this article, you will learn a simple and effective process for identifying and prioritizing the most important technology problems in your context.

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Victor Rosales

Transformational CIO | VP IT | IT Strategy Innovator | Digital Transformation Leader | Driving Business Growth with…
Xolisa Vuza

Problem Solver | Thinker | Innovator | Leader | Entrepreneur
Daniel Hickmore

Health and Life Sciences Industry Strategic Leader

1 Define the problem space

The first step is to define the problem space, which is the area or domain where you want to create value with technology. This could be a specific market, customer segment, product category, or business process. You need to have a clear understanding of the needs, goals, challenges, and opportunities of the problem space, as well as the existing solutions and competitors. You can use various methods to define the problem space, such as interviews, surveys, observations, data analysis, or brainstorming.

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Xolisa Vuza

Problem Solver | Thinker | Innovator | Leader | Entrepreneur
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The point of departure should be in understanding that technology is just a means to an end. It can only be effective if we use to solve real problems that impact real people. Once the needs are understood, the impact of technology can easily be achieved. I believe we do very little observing and make too many assumptions and quite often copy what others may have done before, which in turn makes us miss the sweet spot we should be solving for. In conclusion, we need to spend time understanding the context we are solving for and create technology based solutions that talk specifically to this context!!!

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Daniel Hickmore

Health and Life Sciences Industry Strategic Leader
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I think the key is be able to balance what is innovation vs transformational, what are the cost-benefits implied by this and finally how to compare overall business opportunity and risk.

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2 Generate problem statements

The next step is to generate problem statements, which are concise and specific descriptions of the pains or gaps that you want to address with technology. Problem statements should focus on the user or customer perspective, not on the solution or feature. They should also be measurable, actionable, and relevant to the problem space. You can use various techniques to generate problem statements, such as empathy maps, personas, user stories, or how might we questions.

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Alex Bruskin

Bespoke Generative AI for Engineering & Manufacturing (PLM, MES, ERP) | Cloud Native | Air Gapped | System Integration | Concepts, Technologies, Execution
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As they say, being able to ask a correct question is often a 50% of the solution. Technology is absolutely irrelevant at that point. Domain matters, and describing the pain adequately matters, and the more laconic that problem statement is the better. We are using Capabilities based planning framework, and we always start with root cause analysis. That stage is absolutely critical, otherwise the initiative may end up treating symptoms instead of real reasons, and occasionally make things even worse.

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3 Evaluate problem statements

The third step is to evaluate problem statements, which means to assess their importance and feasibility. Importance refers to how much value or impact the problem statement has for the user or customer, as well as for the organization or society. Feasibility refers to how easy or hard it is to solve the problem statement with technology, considering the resources, skills, time, and risks involved. You can use various tools to evaluate problem statements, such as impact-effort matrix, prioritization matrix, or scoring system.

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Victor Rosales

Transformational CIO | VP IT | IT Strategy Innovator | Digital Transformation Leader | Driving Business Growth with Technology
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In my experience it’s also highly important to have a clear understanding of the technological assets (people, technology and processes) that you have in the compay, those assets must be included also in the formula to decide effort-impact-effectiveness solution to be implemented. Placing into lower levels the technological assets might cause loose of effectiveness.

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4 Select problem statements

The fourth step is to select problem statements, which means to choose the ones that you want to focus on and explore further. You should select the problem statements that have high importance and high feasibility, or at least a good balance between them. You should also consider the alignment of the problem statements with your vision, mission, strategy, and goals. You can use various methods to select problem statements, such as voting, ranking, or consensus.

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Sethuraman Ramalingam

Multi Cloud Strategic Advisory Consultant
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In my view, any technological problem should be addressed through systematical approach. let me debrief how? 1. Read / Understand the technological problem[s] 2. Identify relevant technological possibilities which might contribute to problem statement 3. Start eliminating basic / fundamental possibilities / stages one by one [Never assume] 4. Corner down problematic component and ensure or confirm that's the culprit causing trouble [remember [80/20 rule] 5. Fix or replace the component and retest. 6. Once the issue is resolved, document the problem statement, possibilities, approach leveraged and solution provided. 7. Apply Systematic approach in most of the problems that will help to solve techno issues.

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5 Refine problem statements

The fifth step is to refine problem statements, which means to make them more clear, specific, and actionable. You should review the problem statements and check for any assumptions, ambiguities, or biases that might affect their validity or relevance. You should also test the problem statements with your users or customers, and get their feedback and insights. You can use various techniques to refine problem statements, such as five whys, problem tree, or hypothesis testing.

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6 Communicate problem statements

The final step is to communicate problem statements, which means to share them with your stakeholders, team members, and potential partners. You should explain the rationale and evidence behind the problem statements, and how they relate to the problem space and the user or customer needs. You should also invite feedback and collaboration from others, and be open to new perspectives and ideas. You can use various formats to communicate problem statements, such as presentations, reports, or posters.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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What's your process for identifying and prioritizing the most important technology problems?

1

2

3

4

5

6

7

1 Define the problem space

2 Generate problem statements

3 Evaluate problem statements

4 Select problem statements

5 Refine problem statements

6 Communicate problem statements

7 Here’s what else to consider

Technological Innovation

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What's your process for identifying and prioritizing the most important technology problems?

1

2

3

4

5

6

7

1 Define the problem space

2 Generate problem statements

3 Evaluate problem statements

4 Select problem statements

5 Refine problem statements

6 Communicate problem statements

7 Here’s what else to consider

Technological Innovation

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