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The Problem-Solver's Playbook: 17 Questions to Sharpen Your Thinking





In the constantly changing world of product management, problem-solving is the very lifeblood of innovation. But overemphasized problem-solving leads to burnout, frustration, and missed opportunities. Generating true value both for the customer and the company itself requires a much more strategic way of thinking from the product manager.


This article discusses key questions that every problem solver should ask to ensure not only dousing fires but really making an impact. So, let's break down how to avoid falling in love with problems-or even worse, your solutions-and multiply value instead.


Why Problem-Solving Alone Isn't Enough



When Debbie Widjaja embarked on her journey as a seasoned CPO at Meta and Shopify, she learned the hard way that solving all problems was not a sustainable path. Initially, she wanted to solve every problem that came her way. However, she ended up burning out because she could quickly move from one issue to another without basis to the root cause. Debbie multiplies value rather than just solving problems - she focuses on working on issues that have a real value of solving and delivers the most benefit to the customer.


Section 1: Assess If a Problem Is Worth Solving

But first, you have to determine whether it's even worth your time. Here are six key questions for an assessment:



Is this problem just a symptom?

Most problems are only symptoms of something else, and that something else is usually bigger. Us tools like the 5 Whys technique to drill down and find the root cause.


How impactful is the problem for customers?

Consider the breadth and depth of reach of the problem-and its user segment-to generally understand impact.


How will it be beneficial to the firm to address this?

Sometimes what customers want-and what can be afforded to fix-are not the same thing. A necessary part of prioritization is recognizing differences between long-term damage versus short-term benefit. Is it consistent with the firm's vision?

Even if worth solving, a problem still needs to fit the company's long-term strategy. In that case, it might just pull one off track and waste resources.


What is something you would have to move down or defer to work on this?

Every choice has an opportunity cost. Make sure you are not giving up something of higher value to do something that is of lesser urgency.


What is the consequence if nothing is done about it?

Understand the cost of inaction. Is this a problem that will get worse over time, or is it something that can be delayed?


Section 2: Finding a Problem That Matters



Senior product managers focus not just on small improvements but on game-changing opportunities that can 10x a product's impact. When not bogged down by a specific problem, you can think bigger:


What is the customer's job-to-be-done?

The JTBD framework gets you out of the problems of your product, and helps understand the larger goals your customers have.


How can I build a moat around my product?

Building competitive defenses like network effects or customer loyalty helps ensure your product stays irreplaceable.


What will a future competitor say?

Always think about how a new entrant might disrupt your product. You never want to become the company you once tried to disrupt.


What will make my product irrelevant?

Consider what happens in the future-government, technology, and society-that will make your product obsolete.


Section 3: Find the Best Solution



You have found the right problem. Now it's time to discover the best solution. A PM should drive the discovery of the solution by getting back to the engineers, to the designers, and to the stakeholders. These are six more important questions:


How big is our appetite to solve this problem?

How many hours and how much money can you really afford to spend?


What is achievable to create?


Solutions must be desirable, viable, and feasible.


Where are diminishing returns?


Seek the solution that brings the greatest return before spending a lot of time on engineering, expensive over-kill solutions.


What would a "Red Team" comment?

Envision your most severe critic's review in order to poke holes in your solution before others do.


What is your riskiest assumption?

Identify what assumptions you're making and work to de-risk them by testing and researching.


What's the smallest piece of value we can deliver?

Build and release features in small increments so you know value is being delivered continuously.


Am I best-suited to solve this?

Delegation is key as your company grows. Passing tasks to junior team members helps grow them but frees up your time for bigger issues.


Conclusion: Stop Falling in Love with Problems, Focus on Value



With Debbie Widjaja's framework of 17 questions, it assists product managers to take a step back, reflect, and solve problems in more strategic ways. After they shift their focus from reacting to solving problems, that enables product teams to attack the problems that matter most while delivering solutions for the long term benefitting customers and the company.


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