So What's the Problem?
In grad school, I enrolled in a research training program called Research Methodology. We had this Seasoned Research Professional, who would always start our sessions with the same question: "So what’s the problem?" At first, it seemed like a simple question, but I quickly realized how hard it was. Even students who were top professionals with extensive workforce experience often struggled to answer it clearly, despite their polished presentations of research ideas. It became apparent that understanding the problem was the crux of any research effort.
This taught me a fundamental lesson: research begins with the question, "What's the problem?" That's why it’s called the problem statement. A solid understanding of the problem is crucial for any successful venture.
My research instructor's approach emphasized this point clearly: before starting any venture, you need to understand and define the scope of the problem. The scope determines the boundaries and deliverables, including the objectives, goals, tasks, resources, and timeframe. In product development, the scope defines what will be included in the product and what will not. This is crucial for managing resources and expectations effectively.
Businesses that thrive have a rich grasp of the problem they aim to solve. Essentially, a business is a packaged solution to a problem that is valuable and rewardable. The addressable problem-solution is often referred to as the minimum viable market (MVM), which is the smallest segment of the market that would find the solution valuable enough to pay for it. In essence, research teams will ask, "What is the value proposition of this company or individual?"
In startup culture, addressing a tiny portion of the grand problem is akin to the concept of a Minimum Viable Product (MVP). An MVP is the most basic version of a product that can still solve the problem and provide value to early adopters. The methodology involves using principles and technologies to address and solve the problem incrementally.
Take Dropbox for instance. They started with a very narrow scope, focusing on solving the problem of file synchronization and sharing. The MVP was a simple video demonstrating how Dropbox worked, which helped validate the idea before investing in a full-fledged product. Initially, Dropbox targeted tech-savvy early adopters who needed easy file-sharing solutions. This focus allowed them to gain traction and refine the product based on feedback.
Airbnb began with a simple yet viable idea. Their initial scope was to provide a platform where people could rent out air mattresses in their apartments to conference attendees. The MVP was a straightforward website with listings for people attending a specific conference. This allowed them to test the concept with minimal investment. They targeted attendees of the Industrial Design Conference in 2008 who struggled to find lodging. These examples underscore the importance of starting with a well-defined problem.
I think in my opinion the best enterprises and individuals are those that understand a problem enough and are willing to provide the solution to that problem.
Simon Sinek’s "Start with Why" reinforces the importance of understanding the core problem and purpose behind a venture. A viable problem is a core component in the solution enterprise as I will frame it.
So before you jump to provide a solution, permit me to ask what is the problem you are solving?