What Problem Are We Trying to Solve?

In the constant flurry of ideas and requests coming from various directions, including many that are simply shiny objects or mirages, one guiding principle needs to be asked for each one - What problem are we trying to solve? By anchoring every decision to a core problem, product teams can prioritize resources more effectively, ensuring that every development effort directly contributes to solving a legitimate business or market problem. Problem solving is a target-rich environment, as there are many, but its best to focus on one problem at a time. Weighing problems against each other assures the right priorities are set.

The problem is the “north” for our compass on every initiative. It guides our path and helps us to focus on the “why.” Why would we want to do this? Who would benefit? How beneficial would it be? What alternatives would also solve the same problem? Is this the best way? What side effects would this proposed solution present? These questions need to be asked for every project, feature or enhancement being considered by a product team. Once these critical questions about the 'why' and 'who' are answered, the entire team becomes aligned around a common purpose.

Focus Prevents Scope Creep

This shared focus also helps avoid scope creep, which occurs when teams lose sight of the original problem and attempt to address unrelated issues within a single initiative. By clearly identifying and sticking to the defined problem, teams and the broader organization can stay aligned around the project’s true purpose.

Tight adherence to the core problem prevents scope from expanding unnecessarily, which can delay delivery and inflate costs. Defining not only the problem you are solving, but also the problems you are not solving, helps maintain focus. This approach ensures that teams avoid unnecessary features or technical solutions that add little value to customers or the business.

The Problem and the Market

When determining which problems to solve first, it’s essential to measure their pervasiveness and impact. Is it a common problem for a lot of customers or is only a small segment of customers experiencing that pain point? How big is the problem? Is there an easy workaround or does it add an hour to a job-to-be-done? The more pervasive and impactful the problem is, the greater the value of your solution.

Once you’ve identified and prioritized the most pervasive problems to solve, this clarity not only informs the development team but also lays the groundwork for effective go-to-market messaging. A clearly defined problem becomes the foundation of your messaging platform as the problem solved becomes the key value proposition. If you start your initiative by defining the problem it’s trying to solve and maintaining focus on that problem through the development process, your marketing messaging will not only be easy, but it will also be on target. Your feature and your messaging for that feature will resonate with customers because it is founded on the value they are expected to derive.

Beware of Shiny Objects

One particularly challenging flavor of requests not based on market problems are requests for something that uses the latest hot new technology. This is not a new challenge for product managers and product leaders. In the mid-2000s, I was met with an executive request to create a feature based on the then-hot RSS technology. My immediate question was, “What problem are we trying to solve?” The response was theoretical and not well thought out. It was my job to flesh it out. I gave it a legitimate effort as I did my research and built my business case. In the end, my business case gave well-informed reasons why the problem our existing product solved could not be made better through the use of RSS. My business case convinced the executive that RSS would not make our product better for our customers and that was the end of the RSS discussion.

The popular refrain these days is, “We need generative AI in our products.” Product managers need to ask the question, “What problem are we trying to solve?” whenever this topic or one like it comes up. Sure, gen AI might be the right solution, but it needs to solve a real problem. That problem could be an internal one as opposed to a true market problem. For example, investors will feel more comfortable if the company has some kind of AI product, regardless of what it does. OK, that’s a legitimate business problem, so just be honest about it. That feature doesn’t deliver value to users but is important to investors. Don’t get me wrong. Not all features that employ new tech are without value. There is a myriad of applications for generative AI and as the technology continues to improve, there will be more. I’m just giving an illustration of a case where a solution gets ahead of the problem. Start with the problem first.

Problem Before Solution

Any tool or technology should be viewed through the lens of the problem it’s meant to solve. This brings us to the distinction between the tool and the true need. I’ve heard it said by multiple product management instructors that you don’t need a half-inch drill bit. You need a half-inch hole. How you achieve that hole is up for discussion. If your problem is that you need a half-inch hole, the drill bit might be the best solution. But perhaps you have a laser tool that will bore a more perfect hole in less time and with less effort. Define the problem first. Then, identify solutions.

In the end, successful product management is all about solving the right problems. Every feature, enhancement, or initiative should stem from a well-defined problem statement that reflects both the needs of the customer and the strategic goals of the business. By staying disciplined in asking "What problem are we trying to solve?", product teams can avoid distractions, maintain focus, and deliver meaningful solutions that provide real value. True innovation comes from a deep understanding of the core problem. Keep the problem front and center, and the right solutions will follow.

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If you’re looking for more insights or support with your product management practice or strategic planning, feel free to reach out. I'm always happy to chat and exchange ideas.

And for those in Southern California, there’s a great opportunity to join us at OC Product on Thursday, September 26. We’ll be hosting a discussion led by John Mansour of Product Management University on 'How to Deliver Strategic Customer Value Guaranteed.' It's going to be a great chance to network with fellow product leaders and explore new ways to create value. Hope to see you there!

Register at https://OCPMsep2024.eventbrite.com/?aff=LinkedInPost

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Please see the other articles in this five-part series of my guiding principles in product management:

Protect Your “Yes”

Be Market-focused, not Customer-focused

Seek and Study Dead Bodies

Product Readiness is More than Just Launch Readiness