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Because the right questions can sometimes clarify the entire puzzle
Julian Walder is an entrepreneur and startup builder known for strategic marketing, innovation, and product management. Fueled by curiosity, he leverages technology to solve real-world problems.
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In this series I document my product management challanges and definitely some other's that inspire me
From Concept to Growth: Remembering the Essential Role of Traction in MVP Success
Nobody said ever. Unfortunately, building the wrong thing is expensive.
Beyond Santa and Reindeers: Leveraging Data Analysis for Meaningful Customer Engagement
Life can only be understood by looking backward, but it must be lived looking forward
Navigating Between the Clouds in the Sky and Cloud Computing
Balancing Business Development, Relationships, and Social Exchanges
When you hear about startups, the first thing that comes to mind is often their innovative solutions – the groundbreaking products or services that promise to transform industries and change the way we live and work. But have you ever stopped to ask, "Is this solution addressing the right problem?"
I'm not here to discuss my own startups. It's brutally challenging to critically assess your own work, and so, I've made a conscious choice to distance myself from it for this conversation. Over the years, through my open, unguarded, couch-style mentoring sessions with fellow founders (many of whom are close friends), I've come to realize that we are often too fixated on the solution and not nearly enough on the underlying problem.
Consider the case of a close friend of mine. He embarked on an ambitious venture to develop an "Autonomous Plastering Robot for Walls and Ceilings." The project, by all accounts, sounds revolutionary (even though I discovered research papers on the topic dating back to 1995, the project still appears revolutionary). Yet, for some good years now, he's found himself navigating the treacherous waters of funding, battling to bring this vision to fruition. Our discussions oscillate between the nitty-gritty, like crafting the perfect landing page, to broader entrepreneurial challenges such as bootstrapping or crafting an enticing pitch deck for VCs. Witnessing a seemingly invaluable project teetering on the edge of insolvency is heart-wrenching.
But after countless mentoring sessions and diving deep into strategy, an epiphany struck me: perhaps we've been blinded by the brilliance of the solution and overlooked the core problem. What exactly is the problem that this autonomous plastering robot seeks to address? At first glance, it may seem like a solution to the workforce shortages in the construction industry. But a typical construction site bustles with hundreds of workers, each capable of adapting to multiple roles. Today, a worker might plaster walls, and tomorrow, he might switch to painting. If the robot automates plastering, wouldn’t we still require a human touch for other tasks, like painting, unless the robot is multifunctional?
The complexity doesn't end there. Even if we acknowledge the workforce deficit, is a singular robot the comprehensive answer? Or is the real solution a versatile suite of robots with multifaceted capabilities that could holistically reduce the reliance on manual labor? Moreover, these robots wouldn't operate themselves. They'd necessitate human operators, shifting the workforce need from traditional construction roles to a more technologically advanced skill set. Is this new workforce willing to work on construction sites?
Furthermore, the construction landscape is rapidly evolving. With the advent of pre-fabricated materials like ready-made walls and panels, the dynamics of traditional building are shifting. The more I reflect on this, the more I'm convinced of the urgent necessity for startups, like my friend's, to delve deeper into the foundational problem before seeking financial lifelines.
If there's one thing central to a product manager's role, it's understanding and addressing the real problems faced by users. The success of any product often hinges on the clarity with which this problem is defined.
Adopt the Beginner's Mindset: Approach problems without preconceived notions or biases.
Dive Deep with the Five Whys Technique: A method to unearth the root cause of a problem.
Empathetic Listening During Customer Interviews: Understand feelings, needs, and pain points.
Avoid Confirmation Bias: Ask open-ended questions and be ready to pivot based on feedback.
Segment and Target: Pinpoint distinct problems faced by different user groups.
Map Customer Journeys: Plot user's interactions with the envisioned product.
Constantly Iterate: Revisit and redefine problems periodically.
Starting with a solution you have in mind and trying to fit it to a problem is like putting the cart before the horse. Customer discovery serves as a guide on this journey, helping to identify the true pain points and the genuine problem at hand.
Start Neutral: Every conversation should begin from a place of genuine curiosity. By keeping your product or solution out of the initial discussions, you allow customers to express their challenges freely, uncolored by any biases your product might introduce.
Ask Broad, Then Narrow Down: Imagine you're casting a net. Initially, you want to capture a wide range of thoughts and feelings. Start with open-ended questions like "What challenges do you face in your day-to-day tasks?" Once you've established a broad understanding, zoom in on specific pain points.
Validate with Multiple Sources: Just as a scientist wouldn’t rely on a single data point, entrepreneurs must seek validation from varied users. This doesn't only reinforce the existence of the problem but also uncovers the nuances and variations across different user segments.
Document Religiously: Memory is fallible. Detailed notes not only serve as a reference but, over time, can help in identifying recurring patterns, outliers, or emerging needs. Consider using tools or platforms that help in organizing these insights.
Avoid Leading Questions: It's natural to want validation for an idea you believe in, but this can unintentionally skew feedback. Phrases like "Don’t you think it would be better if..." can lead respondents. Instead, opt for neutral phrasings and be open to criticisms and new viewpoints.
Lastly, and perhaps most critically, it's essential to remember that customer discovery isn't a one-time event. As markets evolve, technologies advance, and user behaviors shift, the 'problem' may transform or even splinter into multiple challenges. Adopting a mindset of continuous discovery keeps startups agile, relevant, and poised for success.
Join the Conversation: Are we, as startup founders and innovators, product managers, genuinely dedicating enough time to understand the problems we aim to solve? Share your thoughts, insights, and experiences. How many failures can be attributed to incorrectly defining the problem?