Dwayne Spradlin

“If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it,” Albert Einstein said.

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The rigor with which a problem is defined is the most important factor in finding a good solution. Many organizations, however, are not proficient at articulating their problems and identifying which ones are crucial to their strategies.
They may even be trying to solve the wrong problems&#8212;missing opportunities and wasting resources in the process. The key is to ask the right questions.
The author describes a process that his firm, InnoCentive, has used to help clients define and articulate business, technical, social, and policy challenges and then present them to an online community of more than 250,000 solvers. The four-step process consists of asking a series of questions and using the answers to create a problem statement that will elicit novel ideas from an array of experts.
<ul>
<li>Establish the need for a solution. What is the basic need? Who will benefit from a solution?</li>
<li>Justify the need. Why should your organization attempt to solve this problem? Is it aligned with your strategy? If a solution is found, who will implement it?</li>
<li>Contextualize the problem. What have you and others already tried? Are there internal and external constraints to implementing a solution?</li>
<li>Write the problem statement. What requirements must a solution meet? What language should you use to describe the problem? How will you evaluate solutions and measure success?</li>
</ul>
EnterpriseWorks/VITA, a nonprofit organization, used this process to find a low-cost, lightweight, and convenient product that expands access to clean drinking water in the developing world.

Are You Solving the Right Problem?

The rigor with which a problem is defined is the most important factor in finding a good solution. Many organizations, however, are not proficient at articulating their problems and identifying which ones are crucial to their strategies. They may even be trying to solve the wrong problems—missing opportunities and wasting resources in the process. The key is to ask the right questions. The author describes a process that his firm, InnoCentive, has used to help clients define and articulate business, technical, social, and policy challenges and then present them to an online community of more than 250,000 solvers. The four-step process consists of asking a series of questions and using the answers to create a problem statement that will elicit novel ideas from an array of experts. Establish the need for a solution. What is the basic need? Who will benefit from a solution? Justify the need. Why should your organization attempt to solve this problem? Is it aligned with your strategy? If a solution is found, who will implement it? Contextualize the problem. What have you and others already tried? Are there internal and external constraints to implementing a solution? Write the problem statement. What requirements must a solution meet? What language should you use to describe the problem? How will you evaluate solutions and measure success? EnterpriseWorks/VITA, a nonprofit organization, used this process to find a low-cost, lightweight, and convenient product that expands access to clean drinking water in the developing world.

Are You Solving the Right Problem?

Summary.

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