One of the most common challenges I’ve encountered throughout my career is the human tendency to jump to solutions. We’re naturally inclined to solve problems. But too often, in our haste, we leap to solutions before we truly understand the problem we’re aiming to solve. Problem Design is the structured approach I use, and advocate for Small and Medium-Sized Business (SMB) leaders, to force this crucial upfront understanding. You can’t effectively solve a problem you don’t deeply comprehend. As Simon Sinek aptly notes (though speaking of goals), “If you can clearly define the dream or goal, start.” The same applies to problems: clarity is paramount.

The Cost of Skipping Problem Design

Whether you’re facing a new strategic target or an inefficiency in an existing process, you’re essentially solving problems. Yet, it’s easy to overcomplicate this act. Our bias towards immediate solutions means we often skimp on the vital problem definition phase. This well-intentioned urgency, ironically, leads to slower delivery, increased complexity, and less effective solutions, with significant follow-on impacts.

I typically see two issues emerge when Problem Design is rushed or skipped:

1. Solving the Symptom, Not the Root Problem.
2. Solving Multiple, Unrelated Problems as if They Were One.

1. Ensure You’re Solving the Problem, Not Just a Symptom: The “5 Whys”

Much has been written about distinguishing symptoms from root causes. A simple yet powerful tool, originally from Toyota, is the “5 Whys” exercise. When a symptom presents itself, repeatedly ask “Why?” until you uncover the fundamental issue.

Example:

Symptom: The sales report is always late.

• Why? Data entry takes too long. (Still a symptom)
• Why? The CRM system is clunky and requires duplicate entries. (Getting closer)
• Why? The CRM wasn’t configured for our specific sales workflow. (Aha!)
• Why? We didn’t clearly define our sales workflow needs before implementation. (A core problem!)

Addressing the CRM configuration or initial needs definition (the problem) is far more effective than just telling people to do data entry faster (treating a symptom).

2. Ensure You’re Solving One Problem at a Time: “Jobs to be Done”

It’s easy to bundle unrelated problems together, especially if they occur within the same process. The “Jobs to be Done” (JTBD) theory, often used in innovation, is also excellent for dissecting complex problems. Look at the overall situation or process and list all the distinct “jobs” it’s trying to fulfill. Then, separate those jobs that don’t share the same core purpose.

Example:

• The Situation: An SMB’s cheque signing process by the owner is slow, causing missed early payment discounts.
• The Current Process: To get a cheque signed, accounting must provide full backup for the expense, plus all related costs on the work order to validate job profitability. If profitability is below standard, more paperwork and explanations are needed, involving multiple people.
• The “Jobs to be Done” being forced into one process:
  1. Pay a supplier invoice efficiently.
  2. Validate overall job profitability.
• The Insight: These are two distinct problems. The (important) job of profitability validation is causing significant delays and inefficiencies in the (also important) job of timely supplier payment. They likely need separate, optimized processes.

The Fractional CIO’s Role: Problem Design for Strategic IT

As a fractional CIO, “Problem Design” is foundational to how I help SMBs. Before recommending any technology solution or IT strategy:

• We use techniques like the “5 Whys” to ensure we’re addressing the root cause of an IT-related business challenge, not just its surface symptoms.
• We apply “Jobs to be Done” thinking to clarify what the business truly needs technology to accomplish, ensuring solutions are fit-for-purpose and not over-engineered.

This rigorous upfront diagnosis prevents costly investments in tech that solves the wrong problem or automates a fundamentally flawed process.

What’s Next

If you want to be most effective as an SMB leader, invest time in practicing these simple Problem Design skills. Use the “5 Whys” to get to root causes. Leverage “Jobs to be Done” to break complex issues into manageable, distinct problems. Building your Problem Design capabilities will pay dividends in saved time, eliminated waste, and more effective, lasting solutions across your organization, helping you “Succeed Sooner.”

Is your SMB sometimes caught solving symptoms instead of root problems, or implementing complex solutions because the initial challenge wasn’t clearly defined? If you’re looking for a strategic partner to help you apply rigorous “Problem Design” to your IT challenges and ensure your technology investments deliver real, targeted value, let’s connect with Succeed Sooner Consulting.