Exploring the problem space: a guide to building the right solution

Start with an ambitious, high-potential idea, but challenging and full of ambiguities — the rough shape of a nascent great idea. It typically isn’t new, but solves many problems in a simpler, more intuitive way. It ignites people’s curiosity and self-motivation. At the end, it should seem “obvious” so that others want to copy, because there aren’t ... See more

A complex problem cannot be simplified. If you can simplify it, then it isn’t a complex problem. You may choose to focus energy on a key leverage point, or establish one or more enabling constraints. To make progress, you may choose to selectively ignore things, blur your vision, or think in broad strokes. These approaches will reduce cognitive loa... See more

One technique developed by Sakichi Toyoda called  The Five Whys  can often help better identify the root problem by asking “why” to each subsequent answer of “What is the problem?” five times. Problems are rarely as simple as “users don’t click the ‘add-to-cart’ button.” If you dig further by focusing on specific user personas and resear

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We all tend to oversimplify complex things into two competing ideologies: generalist or specialist, objective or subjective, individual or team. This can be useful, but it can also make us think we should pick a side. It also becomes an issue when we try and solve them—calling these things ‘problems’ implies there is a correct answer somewhere. But... See more

Explaining problems is good. Often in the process of laying out a problem, a solution will present itself.