Key takeaways

• Poorly articulated problem statements are often costly to businesses
• Common issues arising from inaccurate problem statements are implementing a solution where no problem exists and developing a solution that caters only to a business-centric problem
• The best solutions are customer-centric and naturally lead to solving a business problem

For many businesses poorly articulating a problem they are trying to solve could cost them millions, even hundreds of millions of dollars.

If the problem is not articulated and evaluated correctly then everything that happens afterwards is likely to be compromised. Poorly articulated problem statements and lack of evaluation often allow for the inclusion of several untested assumptions and, in digital, this can spell disaster. Moreover poor articulation may preclude the ability to pivot the resolution of a problem, because of a lack of consideration for alternative outcomes.

Two common issues resulting from inaccurate problem statements – which are not always obvious to a business wanting to deploy a solution include:

Implementing a solution where no problem exists

There are a number of reasons digital businesses fail, however solving a problem no one has is one which can result in significant losses in terms of time, resources and investment. Some ideas are never tested and the reality is they just don’t make sense to the predicted audience. Other ideas are dated by the time they’re ready for implementation.

The best way to really know the value of an idea is to evaluate and implement strategy thoroughly, invest only what it takes to get you to the point of being able to demonstrate your product and then ask your audience for feedback and adapt accordingly.

This is especially true for ideas where user uptake is a big question mark – in this case a rapid and iterative cycle of ideation, evaluation, design, build and test should be employed.

Developing a solution that caters only to a business-centric problem

When a business attempts to solve its own problems the result is at best an interface with which very few will interact with and at worst, a totally transparent example of the business championing its own interests. A differentiated proposition must offer value, convenience or a better experience to the intended customer.

This problem is common and these projects usually get immediate support are well funded and often not well specified leading to budget overruns.

One need only look at the incumbents in every industry globally and you will see more business centric solutions being solved than any other. Customers are unlikely to engage with models that are obviously business centric or only thinly veiled to appear to be customer centric.  Worse still, if they discover obvious business centrism they will likely rebel against it via social channels.

An example of this is benefits and premiums provided to newly acquired customers but no recognition of loyalty from the existing client-base. In some cases, customers come to the conclusion that the only way to get value is to churn regularly and they learn to go where they get the best deal at peril to loyalty.

Case-in-point

Apple is one business that managed to solve one of its own problems, as well as creating value to its users through the creation of a social customer service system. Via this system users of its mobile devices assisted other users with service queries online and all interactions were archived and made readily accessible and searchable for other users. In addition to providing an efficient self-service system for its customers, Apple reduced queries to its customer service capability.

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