2. Defining the Problem

In product development, accurately defining the problem is one of the most crucial steps to ensure that the product addresses real user needs. Before diving into ideation or prototyping, it’s important to clearly articulate what the problem is, who is affected by it, and how it impacts them. This document explores the process of defining a problem, identifying the target audience, and avoiding common pitfalls in problem definition.

The Two Key Aspects of Problem Definition

When defining a problem, there are two main questions to consider:

1. What is the problem?
2. Who experiences this problem?

These two aspects allow us to focus on the problem itself and the users who are impacted. By addressing these questions, we create a shared understanding within the team and ensure alignment on what the product aims to solve.

Gathering Data for Problem Definition

When defining the problem, it is essential to base it on as much data as possible, rather than relying solely on assumptions. You can gather inputs from:

• Business insights: What is the management or leadership looking to achieve?
• Research data: What do we already know about the problem and the people who experience it?
• Assumptions: What are our educated guesses about the problem and potential solutions?

These inputs guide the process of framing the problem in a way that aligns with both user needs and business goals.

A Framework for Problem Statements

One useful framework for defining problems is a simple structure that helps articulate both the current state and its shortcomings:

• For a new product:
  “We observe that [current state] causes [user group] to struggle with [issue]. This is because [reasons why the current state is not ideal].”
  Example: “We observe that currently there is no way to book multiple forms of transportation alongside accommodation. This causes travelers to struggle with organizing their trips, as they have to gather information from multiple sources.”

• For an existing product:
  Add a description of the product’s current purpose before explaining the issue.
  “The product/service offers [current benefit] to [user group] to help them achieve [goal]. However, we observe that [current state] causes [issue], because [reasons why the current state is not ideal].”
  Example: “Booking.com offers a variety of accommodations to help travelers explore the world. However, we observe that there is no option to book different types of transport, which makes organizing a trip challenging for travelers, as they need to manage multiple sources of information.”

Common Pitfalls in Problem Definition

Defining the problem is not always straightforward, and there are some common traps to avoid:

1. The problem is too broad or vague: If the problem is too general, it becomes difficult to grasp and address. A clear, focused problem statement is easier to understand and solve.
2. Misidentifying the problem: Rushing through this process may lead to defining the wrong problem, which results in wasted resources and time.
3. The problem is not aligned with business objectives: It is essential to ensure that the problem being addressed also benefits the company, not just the users.
4. Lack of measurable outcomes: Without metrics or ways to measure success, it becomes difficult to know if the product is solving the problem effectively.

Understanding Who Experiences the Problem

Once the problem is defined, the next step is to understand who is affected by it. This involves creating personas or profiles that represent the key user groups experiencing the issue. Defining who experiences the problem is a mix of:

• Demographics: What are the relevant characteristics of these users (e.g., age, profession, location)?
• Behaviors: How do they act in relation to the problem? What habits or routines influence their experience?
• Needs and goals: What are their main objectives, and how can your product help them achieve these goals?

Personas help ensure that the team remains user-focused and avoids making decisions based on personal biases.

The Benefits of Creating Personas

Personas provide several advantages:

• Focused development: They keep the development process focused on specific user groups and prevent the team from becoming distracted by edge cases.
• Empathy: They remind the team that the product is for real people with real challenges.
• Prioritization: They help prioritize product features based on the needs and behaviors of the target users.

How to Create Effective Personas

When creating personas, consider:

• Defining characteristics: What are the key traits that define the main user groups?
• Relationship to the problem: What is their connection to the problem you’re trying to solve?
• Behavior and personality: What behaviors or habits define how they experience the problem?
• Demographics: What relevant demographic information do you need to know (if any)?
• Needs and goals: What are the goals that your product can help them achieve?

It’s important to base personas on both assumptions and research data, validating them over time through user testing and real-world interaction.

Common Pitfalls in Persona Creation

Just like with problem definition, there are common mistakes when creating personas:

• Irrelevant data: Avoid including unnecessary details (e.g., gender or marital status) unless they are relevant to the product’s development.
• Too many assumptions: Be cautious of relying too heavily on assumptions, especially if they haven’t been validated.
• Stereotypes: Avoid creating personas based on stereotypes (e.g., the "nerdy programmer" or "stay-at-home mom"). Personas should represent real users, not clichés.
• Outdated personas: Personas should evolve as you gather new insights. Failing to update them can make them irrelevant.

In conclusion, defining the problem and understanding who experiences it are foundational steps in the product development process. By clearly articulating the problem and creating personas to represent the affected users, product teams can ensure that they are building solutions that matter and align with both user needs and business objectives.