Master problem framing and reframing and apply the Problem-First approach to thinking about your new ideas and ventures.
Welcome to the first edition of our newsletter!
Oftentimes, we come up with ideas without really understanding the problem they solve. In theory, all ideas are good. But when it comes to selling a product, we often hit a wall of obstacles because our creation doesn’t align with what users truly want or need.
This is the harsh reality of the startup world: while all startups seem promising initially, the majority (yes, around 99%) of startups fail. They fail not because their product was bad or the team couldn’t execute but because they were not focused on solving the right problems.
In this article, we’ll dive into the essential art of problem framing and reframing, to allow you to better understand the problem you’re trying to solve.
If you only have a couple minutes, check out the key insights below:
Supply Does Not Create Demand: Creating a product without truly understanding the underlying problem and customer needs rarely leads to success. Align your solution with the customer’s needs.
Understanding the Problem Yields Solutions: Starting with extensive knowledge of the problem and its context allows for appropriate and effective solutions.
There are Multiple Solutions to a Problem: Think beyond your immediate idea to find more elegant solutions. Remember, you can fix a slow elevator problem with a faster lift or by installing mirrors to keep customers busy.
Context Matters: Dive into the nature and context of the problem to create long-term value.
The Power of Problem Framing: Problem framing is a valuable strategy for comprehending and tackling problems.
Embrace Reframing: In a rapidly evolving world, reframing problems is essential. It leads to more efficient solutions and uncovers new approaches.
Practical Next Steps: Follow the suggested steps in the templates below to effectively apply these methods.
The Myth of “Build It and Customers Will Come”
Some believe creating a product automatically generates demand. But supply and demand are not less connected than some believe. In reality, a struggling moment, a pain point, creates demand. So, you need to know the exact root of the pain point to produce a solution or product that people will use and pay for.
Why does it matter?
Let’s consider the classic example of the slow elevator problem. Tenants in an office building are frustrated with an old and slow elevator. They’re ready to break their leases over this issue.
The immediate solution that comes to mind is to upgrade the lift itself – faster motors, algorithm tweaks, or complete replacement. These solutions seem like pretty direct fixes, right?
But, if you dive deeper into the problem’s nature and context, you might discover a more elegant solution: placing mirrors next to and inside the elevator. The root problem isn’t just speed; it’s boredom during the wait. So, one solution is to get them to lose track of time by giving them something utterly captivating to look at: themselves.
The solution is, in fact, not a solution to the stated problem. It does not make the elevator go faster. However, it is a solution to the root problem the customer is facing.
This story illustrates that there are a million different ways to solve a problem, but you’ll only discover them when you truly understand the problem’s essence.
Getting to the Heart of the Matter: What problem are we trying to solve?
Often, we misinterpret the problem at hand. We see it as a lack of something, but this is often just a solution in disguise because if you lack something, the answer is to create or obtain more of it. However, creating a product does not always address the problem you think it does.
Surface observations only scratch the surface. Problems typically run deeper than surface observations, requiring a thorough understanding of context and nature.
This is where problem framing and reframing come into play.
Problem Framing
Problem framing is about defining a problem’s boundaries. It is a method to understand, define, and prioritize problems. The boundaries we set for our problem ultimately dictate the boundaries for our solutions. If these boundaries are not well-defined, our product solutions will suffer.
To effectively frame a problem, follow this template:
Consider asking additional or different questions based on the problem, but this provides a strong starting point.
Answering these questions will provide a deeper understanding of the problem. However, be prepared to revisit and reframe the problem as needed.
Problem Reframing: When and How?
Innovation is constant, so problems evolve rapidly, making problem reframing essential to staying on the right track. It’s good practice to ensure you and your team continuously address the correct issues.
Moreover, problem reframing can uncover new solutions and expand the problem space for better solutions. For instance, reframing the problem from “elevator speed” to “customer boredom” led to an efficient solution.
If progress has been slow, and customer feedback has been critical, consider reframing your problem.
Here’s how to do it:
What’s Next?
Understanding the problem is the foundation for generating solutions and ideas. The next edition will discuss what makes a solution or idea great. Subsequently, we’ll explore testing and validating your idea.
To access the templates go onto my newsletter and send me an email. Feel free to share your thoughts and experiences in the comments below!
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