When given a problem, it’s easy for teams to jump in and start thinking of how to fix it.
But before we think about scope, estimates, features, costs, or rollout, we should ask:
Is the problem valuable?
We usually associate value with worthiness–something is valuable, therefore I must pursue or keep it. Saying a problem is valuable is jarring; we’re trying to fix them, not get more of them.
We tend to value a problem’s solution when we should value the problem itself:
- A solution may not show us what caused the problem.
- A solution may not prevent the problem from happening again.
- A solution may really be valueless.
Valuing the problem instead of the solution leads to valuable solutions and prevents unvaluable ones. This results in better ROIs, better resources spent, and better teams and companies to show for it.
Reframing Value in Problems
Value is not only worthiness, it’s an advantage. Value represents strength, possibility, and priority. Value involves (but often is not restricted to) inherent rank; something is more or less valuable than something else.
When we think of value, we often think of accomplishment rather than potential.
Say you have $10,000. You may decide that you want liquid funds and that money is valuable in a savings account, but what if you want to grow it instead of keeping it? Investing those funds may be more valuable because of what they can do, not just what they are.
Value isn’t static—it’s dynamic. It’s context-driven, forward-looking, and tied to opportunity.
We need to transition from thinking about value as realized, instead considering value as further possibilities and opportunities to grow our teams and companies.
Valuable problems are the ones worth not having anymore.
Defining Value
We can’t fix everything (much to my disappointment). We’re finite people who run finite businesses with finite resources.
We have to decide what problems are worth addressing. Determining what is valuable requires us to ask:
- Does the problem exist or even matter?
- Does solving this create unnecessary complexity?
- Are there more aspects to the problem that we need to consider?
- Is there the possibility of tangible benefits rather than just features?
- Will this happen again, and when?
- Can we devote resources to this?
Valuable problems become filters for focus. Teams can avoid chasing every issue and concentrate on what truly matters.
We can quantify and define value in many aspects, whether financial, practical, or relational. It’s critical to define value from multiple perspectives and not just ours. A need from one perspective may be a want according to another, and vice versa.
Problem or Symptom?
Is the problem a problem or a symptom?
The easiest way to tell if a problem is a problem is if it 1) creates more problems or 2) repeats itself.
You could apply value to both of those attributes. The more valuable a problem, the more additional problems it creates or the more it repeats itself. The application isn’t without nuance. We have to consider the value of the problems that a problem creates as well.
We often work backward from specific problems to determine the root cause. This requires beginning with an accurate understanding of the problem.
We often rush through that process or try to understand the problem while fixing it. Stepping back and getting the full picture with as much context as possible helps define the symptoms and the problem.
Good diagnosis takes time and restraint, but it’s how we stop treating symptoms and start solving systems.
Assessing a Problem’s Value
Fully defining the value for a problem starts with present and future outcomes:
- How does fixing this improve the current and future experience?
- How does this potential solution contribute to current goals or pave the way for new ones?
- What changes will this make outside of us?
- Can we start now, keep going, and keep growing?
- Will we get more than what we give up?
Often, planning for the present or future is at the expense of the other, however much that expense may be. We can’t have our cake and eat it, too.
Balancing may look different from team to team, project to project, or even iteration to iteration, but what is important is that we continually balance both and refuse to accept one over the other.
Honestly answering these questions in light of the present we have and the future we know now prevents worthless solutions or solutions that ignore the core problem they should address.
Effects of Defining Valuable Problems
Organizational Culture
Plan your team’s execution based on problems rather than features. Every task your team has should relate directly to a problem.
Consistently point out, ask for, and encourage analysis and asking questions. Create problem-focused metrics and KPIs. Praise clarity over speed. Normalize saying, “I don’t know yet.”
This builds a culture where understanding is more important than urgency. Teams that value time use it to define the right work, not do more of the wrong work faster.
Time is Money
Time creates pressure like few other things in an organization. Time represents resources and investment; we can’t make more of it like other resources. It’s even more important to use it wisely.
Would you prefer to take X amount of time to understand the problem deeply and build the right thing?
Or half that time to understand the problem quickly, build the wrong thing, and then do it again for Y number of times until you get it right?
Solution Iteration
Iteration delivers better solutions faster and gives a solution the flexibility to change as problems change. Good iteration must have direction and intent alongside velocity.
When someone asks us to build a tank, we build a roller skate, a skateboard, a sedan, and finally a milk truck–precisely what our client needs (and they’d agree!). Before the first iteration is done, we’re planning the second.
Solving problems often requires iteration because the solutions result in meaningful change. The results are strongly tied to goals and must be intentionally pursued, requiring conscious effort and alignment from everyone involved.
How to Prevent Valueless Solutions
Clarify Goals
Valuable problems clearly relate to organizational goals and have measurable metrics. If we can't tie a solution back to a strategic objective, it may not be worth solving at all.
Look for Patterns
Do problems have the same cause or affect the same thing? Grouping them reveals underlying systems that need focused, deep attention to identify the systemic problem instead of ad-hoc fixes.
Identify Causes and Effects
Causes and effects emerge in the patterns we identify. Understanding these causes and effects will:
- Distinguish problems from symptoms and help distill larger issues into manageable chunks
- Prioritize what problems affect the most issues and have the potential for the most impact
- Avoid solutions that inadvertently create more problems
Creating Valuable Solutions for Valuable Problems
Valuable solutions address the full needs of a valuable problem. The clearer the problem and its value, the more likely we are to create beneficial solutions.
The best problem solvers spend more time understanding the problem, effects, and future potential of its solution before designing it.
Pursue Simplicity and Clarity
Valuable solutions pursue as much simplicity as is practical to meet the problem’s needs. Keeping simplicity in mind allows solutions the flexibility to scale to future needs or to iterate in logical ways that move towards goals rather than fight them.
Solutions also require technical and organizational clarity. Define roles, responsibilities, and assumptions early. Ensure accurate and complete vision transfer. Align stakeholders before sprinting into build mode.
Clarity empowers teams. Simplicity enables scale.
Measure Outcomes and Gather Feedback
Just as defining a valuable problem doesn’t happen in a vacuum, neither does evaluating the solution to that problem.
Valuable problems, when solved with valuable solutions, will always lead to growth.