Defining the right challenge: the Problem Statement as a springboard for innovation
Are we really sure we are on the right path? And do we all have the same goal? The main reason innovation often fails is not the inability to find solutions, but the difficulty in defining the right problem. The Problem Statement is the tool that transforms raw data collected in the sensemaking phase (Sense) into a clear strategic direction.
A good problem definition is not a complaint about what is wrong, but the first step to designing the future: it means synthesizing observations to frame an unexplored opportunity. By turning current blocks into generative questions ("How Might We..."), you will guide the team out of analysis paralysis toward designing effective and visionary solutions.
If I had an hour to solve a problem, I would use 55 minutes to think about the right question and 5 minutes for solution.
Albert Einstein
How to use the Problem Statement
Step 1: Dig Deeper (Causal Analysis)
A poorly defined problem leads to superficial solutions. Before writing the question, ensure you understand the root of the challenge. Strategic Tip: Use the CLA Problem Definition Canvas as a preparatory exercise to distinguish visible symptoms (Litany) from deep systemic and cultural causes.
Step 2: Formulate the "How Might We" (HMW) Question
Once the true nature of the problem is isolated, use the "How Might We" technique to reframe it positively and toward the future. A good HMW question must sit in the "Goldilocks zone":
- Not too broad: "How might we save the world?" (Dispersive, impossible to solve).
- Not too narrow: "How might we increase the button font size?" (Solution is already baked in, zero innovation).
- Just right: "How might we make the purchasing experience reassuring for inexperienced customers?" (Opens up multiple creative solutions).
