Shipulski On Design

Archive for the ‘Problems’ Category

If it’s your problem, fix it. If it’s not your problem, let someone else fix it.

If you fix someone else’s problem, you prevent the organization from fixing the root cause.

If you see a problem, say something.

If you see a problem, you have an obligation to do something, but not an obligation to fix it.

If someone tries to give you their stinky problem and you don’t accept it, it’s still theirs.

If you think the problem is a symptom of a bigger problem, fixing the small problem doesn’t fix anything.

If someone isn’t solving their problem, maybe they don’t know they have a problem.

If someone you care about has a problem, help them.

If someone you don’t care about has a problem, help them, too.

If you don’t have a problem, there can be no progress.

If you make progress, you likely solved a problem.

If you create the right problem the right way, you presuppose the right solution.

If you create the right problem in the right way, the right people will have to solve it.

If you want to create a compelling solution, shine a light on a compelling problem.

If there’s a big problem but no one wants to admit it, do the work that makes it look like the car crash it is.

If you shine a light on a big problem, the owner of the problem won’t like it.

If you shine a light on a big problem, make sure you’re in a position to help the problem owner.

If you’re not willing to contribute to solving the problem, you have no right to shine a light on it.

If you can’t solve the problem, it’s because you’ve defined it poorly.

Problem definition is problem-solving.

If you don’t have a problem, there’s no problem.

And if there’s no problem, there can be no solution. And that’s a big problem.

If you don’t have a problem, how can you have a solution?

If you want to create the right problem, create one that tugs on the ego.

If you want to shine a light on an ego-threatening problem, make it as compelling as a car crash – skid marks and all.

If shining a light on a problem will make someone look bad, give them an opportunity to own it, and then turn on the lights.

If shining a light on a problem will make someone look bad, so be it.

If it’s not your problem, keep your hands in your pockets or it will become your problem.

But no one can give you their problem without your consent.

If you’re damned if you do and damned if you don’t, the problem at hand isn’t your biggest problem.

If you see a problem but it’s not yours to fix, you’re not obliged to fix it, but you are obliged to shine a light on it.

When it comes to problems, when you see something, say something.

But, if shining a light on a big problem is a problem, well, you have a bigger problem.

“No Problem!” by Andy Morffew is licensed under CC BY 2.0

Without a problem, there can be no progress.

And only after there’s too much no progress is a problem is created.

And once the problem is created, there can be progress.

When you know there’s a problem just over the horizon, you have a problem.

Your problem is that no one else sees the future problem, so they don’t have a problem.

And because they have no problem, there can be no progress.

Progress starts only after the calendar catches up to the problem.

When someone doesn’t think they have a problem, they have two problems.

Their first problem is the one they don’t see, and their second is that they don’t see it.

But before they can solve the first problem, they must solve the second.

And that’s usually a problem.

When someone hands you their problem, that’s a problem.

But if you don’t accept it, it’s still their problem.

And that’s a problem, for them.

When you try to solve every problem, that’s a problem.

Some problems aren’t worth solving.

And some don’t need to be solved yet.

And some solve themselves.

And some were never really problems at all.

When you don’t understand your problem, you have two problems.

Your first is the problem you have and your second is that you don’t know what your problem by name.

And you’ve got to solve the second before the first, which can be a problem.

With a big problem comes big attention. And that’s a problem.

With big attention comes a strong desire to demonstrate rapid progress. And that’s a problem.

And because progress comes slowly, fervent activity starts immediately. And that’s a problem.

And because there’s no time to waste, there’s no time to define the right problems to solve.

And there’s no bigger problem than solving the wrong problems.

When your most important product development project is a year behind schedule (and the schedule has been revved three times), who would you call to get the project back on track?

When the project’s unrealistic cost constraints wall of the design space where the solution resides, who would you call to open up the higher-cost design space?

When the project team has tried and failed to figure out the root cause of the problem, who would you call to get to the bottom of it?

And when you bring in the regular experts and they, too, try and fail to fix the problem, who would you call to get to the bottom of getting to the bottom of it?

When marketing won’t relax the specification and engineering doesn’t know how to meet it, who would you call to end the sword fight?

When engineering requires geometry that can only be made by a process that manufacturing doesn’t like and neither side will give ground, who would you call to converge on a solution?

When all your best practices haven’t worked, who would you call to invent a novel practice to right the ship?

When the wheels fall off, you need to know who to call.

If you have someone to call, don’t wait until the wheels fall off to call them. And if you have no one to call, call me.

Image credit — Jason Lawrence

If you want to move in a new direction, you can call it disruption, innovation, or transformation. Or, if you need to rally around an initiative, call it Industrial Internet of Things or Digital Strategy. The naming can help the company rally around a new common goal, so take some time to argue about and get it right.  But, settle on a name as quickly as you can so you can get down to business. Because the name isn’t the important part.  What’s most important is that you have an objective measure that can help you see that you’ve stopped talking about changing course and started changing it.

When it’s time to change course, I have found that companies error on the side of arguing what to call it and how to go about it.  Sure, this comes at the expense of doing it, but that’s the point.  At the surface, it seems like there’s a need for the focus groups and investigatory dialog because no one knows what to do.  But it’s not that the company doesn’t know what it must do. It’s that no one is willing to make the difficult decision and own the consequences of making it.

Once the decision is made to change course and the new direction is properly named, the talk may have stopped but the new work hasn’t started. And this is when it’s time to create an objective measure to help the company discern between talking about the course change and actively changing the course.

Here it is in a nutshell. There can be no course change unless the projects change.

Here’s the failure mode to guard against. When the naming conventions in the operating plans reflect the new course heading but sitting under the flashy new moniker is the same set of tired, old projects.  The job of the objective measure is to discern between the same old projects and new projects that are truly aligned with the new direction.

And here’s the other half of the nutshell. There can be no course change unless the projects solve different problems.

To discern if the company is working in a new direction, the objective measure is a one-page description of the new customer problem each project will solve.  The one-page limit helps the team distill their work into a singular customer problem and brings clarity to all. And framing the problem in the customer’s context helps the team know the project will bring new value to the customer. Once the problem is distilled, everyone will know if the project will solve the same old problem or a new one that’s aligned with the company’s new course heading.  This is especially helpful the company leaders who are on the hook to move the company in the new direction.  And ask the team to name the customer.  That way everyone will know if you are targeting the same old customer or new ones.

When you have a one-page description of the problem to be solved for each project in your portfolio, it will be clear if your company is working in a new direction. There’s simply no escape from this objective measure.

Of course, the next problem is to discern if the resources have actually moved off the old projects and are actively working on the new projects. Because if the resources don’t move to the new projects, you’re not solving new problems and you’re not moving in the new direction.

Image credit – Walt Stoneburner

Ideas are cheap, but converting them into a saleable product and building the engine to make it all happen is expensive.  Before spending the big money, spend more time than you think reasonable to answer these three questions.

Is the problem big enough? There’s no sense spending the time and money to solve a problem unless you have a good idea the payback is worth the cost. Before spending the money to create the solution, spend the time to assess the benefits that will come from solving the problem.

Before you can decide if the problem is big enough, you have to define the problem and know who has it.  One of the best ways to do this is to define how things are done today.  Draw a block diagram that defines the steps potential customers follow or draw a picture of how they do things today. Define the products/services they use today and ask them what it would mean if you solved their problem. What’s particularly difficult at this point is they may not know they have a problem.

But before moving on, formalize who has the problem.  Define the attributes of the potential customers and figure out how many have the same attributes and, possibly, the same problem. Define the segments narrowly to make sure each segment does, in fact, have the same problem.  There will be a tendency to paint with broad strokes to increase the addressable market, but stay narrow and maintain focus on a tight group of potential customers.

Estimate the value of the solution based on how it compares to the existing alternative.  And the only ones who can give you this information are the potential customers. And the only way they can give you the information is if you interview them and watch them work. And with this detailed knowledge, figure out the number of potential customers who have the problem.  Do all this BEFORE any solving.

Will they pay for it? The only way to know if potential customers will pay for your solution is to show them an offering – a description of your value proposition and how it differs from the existing alternatives, a demo (a mockup of a solution and not a functional prototype) and pricing.  (See LEANSTACK for more on an offering.)  There will be a tendency to wait until the solution is ready, but don’t wait. And there will be a reluctance attach a price to the solution, but that’s the only way you’ll know how much they value your solution. And there will be difficulty defining a tight value proposition because that requires you to narrowly define what the solution does for the potential customer.  And that’s scary because the value proposition will be clear and understandable and the potential customer will understand it well enough to decide they if they like it or not.

If you don’t assign a price and ask them to buy it, you’ll never know if they’ll buy it in real life.

Can you deliver it? List all the elements that must come together. Can you make it? Can you sell it? Can you ship it? Can you service it? Are your partners capable and committed? Do you have the money do put everything in place?

Like with a chain, it takes one bad link to make the whole thing fall apart. Figure out if any of your links are broken or missing. And don’t commit resources until they’re all in place and ready to go.

Image credit — Matthias Ripp

If your solution isn’t sold to a customer, you didn’t do your job. Find a friend in Marketing.

If your solution can’t be made by Manufacturing, you didn’t do your job.  Find a friend in Manufacturing.

Reuse all you can, then be bold about trying one or two new things.

Broaden your horizons.

Before solving a problem, make sure you’re solving the right one.

Don’t add complexity. Instead, make it easy for your customers.

Learn the difference between renewable and non-renewable resources and learn how to design with the renewable ones.

Learn how to do a Life Cycle Assessment.

Learn to see functional coupling and design it out.

Be afraid but embrace uncertainty.

Learn how to communicate your ideas in simple ways. Jargon is a sign of weakness.

Before you can make sure you’re solving the right problem, you’ve got to know what problem you’re trying to solve.

Learn quickly by defining the tightest learning objective.

Don’t seek credit, seek solutions. Thrive, don’t strive.

Be afraid, and run toward the toughest problems.

Help people.  That’s your job.

Image credit – Marco Verch

The people within companies have development plans so they can learn new things and become more effective.  There are two types of development plans – one that builds on strengths and another that shore up shortcomings. And for both types, the most important step is to acknowledge it’s important to improve. Before a plan can be created to improve on a strength, there must be recognition that something good can come from the improvement. And before there can be a plan to improve on a shortcoming, there must be recognition that there’s something missing and it needs to be improved.

And thanks to Human Resources, the whole process is ritualized. The sequence is defined, the timing is defined and the tools are defined. Everyone knows when it will happen, how it will happen and, most importantly, that it will happen.  In that way, everyone knows it’s important to learn new skills for the betterment of all.

Organizational learning is altogether different and more difficult.  With personal learning, it’s clear who must do the learning (the person). But with organizational learning, it’s unclear who must learn because the organization, as a whole, must learn. But we can’t really see the need for organizational learning because we get trapped in trying to fix the symptoms. Team A has a problem, so let’s fix Team A. Or, Team B has a problem, so let’s fix Team B. But those are symptoms. Real organizational learning comes when we recognize problematic themes shared by all the teams. Real organization learning comes when we realize these problems don’t result from doing things wrong, rather, they are a natural byproduct of how the company goes about its work.

The difficulty with organizational learning is not fixing the thematic problems. The difficulty is recognizing the thematic problems. When all the processes are followed and all the best practices are used, yet the same problematic symptoms arise, the problem is inherent in the foundational processes and practices. Yet, these are the processes and practices responsible for past success. It’s difficult for company leaders recognize and declare that the things that made the company successful are now the things that are holding the company back. But that’s the organizational learning that must happen.

What worked last time will work next time, as long as the competitive landscape remains constant. But when the landscape changes, what worked last time doesn’t work anymore. And this, I think, is how recipes responsible for past success can, over time, begin to show cracks and create these systematic problems that are so difficult to see.

The best way I know to recognize the need for organizational learning is to recognize changes in the competitive landscape. Once these changes are recognized, thought experiments can be run to evaluate potential impacts on how the company does business. Now that the landscape changed like this, it could stress our business model like that. Now that our competitors provide new services like this, it could create a gap in our capabilities like that.

Organizational learning occurs when the right leaders feel the problems. Fight the urge to fix the problems. Instead, create the causes and conditions for the right leaders to recognize they have a real problem on their hands.

Image credit – Jim Bauer

Companies that have products want to improve them year-on-year.  This year’s must be better than last year’s.  For selfish reasons, we like to improve cost, speed and quality.  Cost reduction drops profit directly to the bottom line.  Increased speed reduces overhead (less labor per unit) and increases floor space productivity (more through the factory).  Improved quality reduces costs.  And for our customers, we like to improve their productivity by helping them do more value-added work with fewer resources.  More with less!   But there’s a problem – every year it gets more difficult to improve on last year, especially with our narrowly-defined view of what customers value.

And some companies talk about creating the next generation business model, though no one’s quite sure of what the business model actually is and what makes for a better one.

To break out of our narrow view of “better” and to avoid endless arguments over business models, I suggest an approach based on a simple mantra – Make It Easy.

Make it easy for the customer to _____________.

And take a broad view of what customers actually do.  Here are some ideas:

Make it easy to find you. If they can’t find you, they can’t buy from you.

Make it easy to understand what you do and why you do it. Give them a reason to buy.

Make it easy to choose the right solution.  No one likes buying the wrong thing.

Make it easy to pay. If they need a loan, why not find one for them?

Make it easy to receive. Think undamaged, recyclable packaging, easy to get off the truck.

Make it easy to install. Don’t think user manuals, think self-installation.

Make it easy to verify it’s ready to go. No screens, no menus. One green light.

Make it easy to deliver the value-added benefit.  We over-focus here and can benefit by thinking more broadly. Make it easy to set up, easy to verify the setup, easy to know how to use it, easy change over to the next job.

Make it easy to know the utilization. The product knows when it’s being used, why not give it the authority to automatically tell people how much free time it has?

Make it easy to maintain.  When the fastest machine in the world is down for the count, it becomes tied for the slowest machine in the world.  Make it easy to know what needs be replaced and when, make it easy to know how to replace it, make it easy to order the replacement parts, make it easy to verify the work was done correctly, make it easy to notify that the work was done correctly, and make it easy to reset the timers.

Make it easy to troubleshoot. Even the best maintenance programs don’t eliminate all the problems. Think auto-diagnosis. Then, like with maintenance, all the follow-on work should be easy.

Make it easy to improve. As the product is used, it learns.  It recognizes who is using it, remembers how they like it to behave, then assumes the desired persona.

Though this list is not exhaustive, it provides some food for thought.  Yes, most of the list is not traditionally considered value-added activities.  But, customers DO value improvements in these areas because these are the jobs they must do. If your competition is focused narrowly on productivity, why not differentiate by making it easy in a more broader sense? When you do, they’ll buy more.

And don’t argue about your business model.  Instead, choose important jobs to be done and make them easier for the customer.  In that way, how you prioritize your work defines your business model.  Think of the business model as a result.

And for a deeper dive on how to make it easy, here’s one of my favorite posts.  The takeaway – Don’t push people toward an objective. Instead, eliminate what’s in the way.

Image credit – Hernán Piñera

If you don’t have a problem, you’ve got a big problem.

It’s important to know where a problem happens, but also when it happens.

Solutions are 90% defining and the other half is solving.

To solve a problem, you’ve got to understand things as they are.

Before you start solving a new problem, solve the one you have now.

It’s good to solve your problems, but it’s better to solve you customers’ problems.

Opportunities are problems in sheep’s clothing.

There’s nothing worse than solving the wrong problem – all the cost with none of the solution.

When you’re stumped by a problem, make it worse then do the opposite.

With problem definition, error on the side of clarity.

All problems are business problems, unless you care about society’s problems.

Odds are, your problem has been solved by someone else.  Your real problem is to find them.

Define your problem as narrowly as possible, but no narrower.

Problems are not a sign of weakness.

Before adding something to solve the problem, try removing something.

If your problem involves more than two things, you have more than one problem.

The problem you think you have is never the problem you actually have.

Problems can be solved before, during or after they happen and the solutions are different.

Start with the biggest problem, otherwise you’re only getting ready to solve the biggest problem.

If you can’t draw a closeup sketch of the problem, you don’t understand it well enough.

If you have an itchy backside and you scratch you head, you still have an itch. And it’s the same with problems.

If innovation is all about problem solving and problem solving is all about problem definition, well, there you have it.

Image credit – peasap

Before there is something new to see, there is just a good idea worthy of a prototype.  And before there can be good ideas there are a whole flock of bad ones. And until you have enough self confidence to have bad ideas, there is only the status quo. Creating something from nothing is difficult.

New things are new because they are different than the status quo. And if the status quo is one thing, it’s ruthless in desire to squelch the competition. In that way, new ideas will get trampled simply based on their newness. But also in that way, if your idea gets trampled it’s because the status quo noticed it and was threatened by it.  Don’t look at the trampling as a bad sign, look at it as a sign you are on the right track. With new ideas there’s no such thing as bad publicity.

The eureka moment is a lie. New ideas reveal themselves slowly, even to the person with the idea. They start as an old problem or, better yet, as a successful yet tired solution. The new idea takes its first form when frustration overcomes intellectual inertia a strange sketch emerges on the whiteboard. It’s not yet a good idea, rather it’s something that doesn’t make sense or doesn’t quite fit.

The idea can mull around as a precursor for quite a while. Sometimes the idea makes an evolutionary jump in a direction that’s not quite right only to slither back to it’s unfertilized state.  But as the environment changes around it, the idea jumps on the back of the new context with the hope of evolving itself into something intriguing.  Sometimes it jumps the divide and sometimes it slithers back to a lower energy state.  All this happens without conscious knowledge of the inventor.

It’s only after several mutations does the idea find enough strength to make its way into a prototype. And now as a prototype, repeats the whole process of seeking out evolutionary paths with the hope of evolving into a product or service that provides customer value. And again, it climbs and scratches up the evolutionary ladder to its most viable embodiment.

Creating something new from scratch is difficult. But, you are not alone. New ideas have a life force of their own and they want to come into being. Believe in yourself and believe in your ideas. Not every idea will be successful, but the only way to guarantee failure is to block yourself from nurturing ideas that threaten the status quo.

Image credit – lost places

With innovation, novel solutions pay the bills – a new solution provides new value for the customer and the customer buys it from you.  The trick, however, is to come up with novel solutions.  To improve the rate and quality of novel solutions, there’s usually a focus on new tools, new problem-solving methods and training on both. The idea is get better at moving from problem to solution.  There’s certainly room for improvement in our problem-solving skills, but I think the pot of gold is hidden elsewhere.

Because novel solutions reside in uncharted design space, it follows that novel solutions will occur more frequently if the problem-solvers are pointed toward new design space.  And to make sure they don’t solve in the tired, old design space of success, constraints are used to wall it off.  Rule 1 – point the solvers toward new design space. Rule 2 – wall off the over-planted soil of success.

The best way to guide the problems solvers toward fertile design space is to create different problems for them to solve. And this guide-the-solvers thinking is a key to the success of the IBE (Innovation Burst Event), where Design Challenges are created in a way that forces the solvers from the familiar. And it’s these Design Challenges that ARE the new problems that bring the new solutions.  And to wall off old design space, the Design Challenges use creatively curated constraints to make it abundantly clear that old solutions won’t cut it.

Before improving the back-end problem solving process, why not change the front- end problem selecting process?

Chose to solve different problems, then learn to solve them differently.

Image credit – Rajarshi MITRA