How to Approach Strategic Problem-Solving in the Workplace

🎯 Why Most Business Problems Remain Unsolved (And How to Fix That) Last week, I had the privilege of facilitating a Problem Solving & Business Acumen workshop for our teams at L'Oréal Indonesia. 💡 The Problem We All Face (But Rarely Talk About) Here's an uncomfortable truth: we're wired to jump to solutions. In business, this looks like: ✔��� Launching promotions without understanding why sales declined ✔️ Hiring more people without diagnosing process inefficiencies ✔️ Copying competitor tactics without validating if they fit our context The cost? Wasted resources, frustrated teams, and recurring problems that never truly go away. According to the World Economic Forum's Future of Jobs Report 2023, analytical and critical thinking are the #1 and #2 most important skills for workers. Yet, most of us were never formally taught how to think critically or solve problems systematically. 🛠️ The Problem-Solving Process: A Step-by-Step Guide Step 1: Define the Problem (Don't Jump to Judgment!) 📝 Craft a Problem Statement with 6 components: "How can [responsible party] improve/reduce [reality] to meet [expectation] within [timeline] without [anti-goals], in order to fulfill [reason]?" Example: "How can the product team launch a new product on time in Q4 2024 without sacrificing key processes, in order to meet the sales target?" Step 2: Find Alternatives (Issue Tree + MECE) Once the problem is clear, break it down using an Issue Tree. For instance, if mascara sales dropped -14% YoY: 📦 Placement → Gondola compliance, visibility, signage 🎁 Promotion → BOGO mechanics, POS materials 💰 Price → Elasticity, perceived value 🎨 Product Claims → Content freshness, reviews 🔥 Competition → Share of voice, endcap presence ✅ Ensure hypotheses are MECE (Mutually Exclusive, Collectively Exhaustive)—no overlaps, no gaps. Step 3: Test Your Hypotheses Don't fall in love with your first idea. Run quick tests: 📊 For a skincare serum declining in pharmacies, we tested: ✔️ Hypothesis A: Reduced pharmacist advocacy is the issue → Micro-detailing pilot in 10 stores ✔️ Hypothesis B: Cold chain OOS drives lost sales → Warehouse SOP audit + temperature logs ✔️ Hypothesis C: Execution gaps suppress promo ROI → Endcap compliance audit Each hypothesis had clear KPIs and timelines—no guessing, just data. Step 4: Make the Decision (Impact vs. Effort Matrix) Not all solutions are equal. Prioritize: 🟩 Quick wins—do this! 🟦 Strategic bets 🟨 Fill-ins 🟥 Avoid Focus on low effort, high impact moves first. Build momentum, then tackle the big bets. 🚨 What Happens When We Skip These Steps? A mascara brand saw sales drop -14% YoY. The reaction? "Let's run a BOGO promo!" The result? Sales stayed flat. Why? Because the real issues were: ❌ Poor gondola compliance (only 68% correct facings) ❌ Weak influencer share of voice ❌ Competitor secured prime endcap space The lesson: Solutions applied to the wrong problem = wasted budget and missed targets.

Teams often implement solutions that do not fix the problem they were trying to address. That's because the issue wasn’t framed correctly in the first place. This is especially true in complex or unfamiliar situations, where quick conclusions feel comforting but are often wrong. When I work with teams on decision-making, I turn to a framework developed by Julia Binder and Michael Watkins. Their E5 approach helps leaders define the right problem before trying to solve it. Phase 1: EXPAND Suspend early judgments and deliberately broaden how the challenge is understood. By exploring multiple interpretations of the issue, teams uncover hidden assumptions, surface blind spots, and create the conditions for more original thinking before jumping to answers. Phase 2: EXAMINE Shift from scope to depth. Teams analyze the problem rigorously, moving beyond visible symptoms to identify behavioral patterns, structural drivers, and underlying beliefs that reveal what is truly at play. Phase 3: EMPATHIZE Center on the perspectives of those most affected by the issue. Through (real) listening and reflection, teams gain insight into stakeholders’ motivations, emotions, concerns, and behaviors, often uncovering needs that data alone cannot reveal. Phase 4: ELEVATE Step back to see how it fits within the broader organization. Viewing the challenge through lenses such as structure, people, power, and culture exposes interdependencies and systemic tensions that shape outcomes. Phase 5: ENVISION Articulate a clear future state and map a path to reach it. Working backward from a shared definition of success, teams prioritize initiatives, sequence efforts, and align resources to move from understanding to execution. I've found that when leaders take the time to frame problems well, they increase the likelihood that those solutions will actually matter. #decisionMaking #leadership #perspective #learning #problems Source: The model is described in more details in this Harvard Business Review article: https://lnkd.in/gAeBb5uT

Are You Solving the Right Problem? As leaders & professionals, we're often under pressure to act quickly when challenges arise. Our instinct—or perhaps muscle memory—is to dive straight into solution mode. But over the years, I've found that one of the most important questions we can ask ourselves is: Are we solving the right problem? Consider the hybrid workforce. Organizations often roll out solutions like employee engagement activities, gift cards, virtual celebrations, enforcing video-on policies during calls, or hosting virtual team-building sessions. While these seem like good ideas, they may serve as quick fixes that don't address the real issue. So, what's the actual problem? ❓Is it a lack of engagement? ❓A drop in productivity? ❓Struggles with team cohesiveness? ❓Or could it be something deeper, like communication barriers? ❓Disconnect between leadership and employees? ❓Or even more fundamental issues like trust and culture? Getting to the heart of the problem is crucial. 🛠️ 3 Steps to Identify the Right Problem: Observe and Listen: Start by carefully observing the symptoms. What are the visible signs that something's not working? Gather data and listen to feedback from your team. This will help you understand the nature of the issue. Ask Deep Questions: Go beyond surface-level explanations. Use techniques like the "5 Whys" to dig into the root causes. If engagement is low, ask why—several times over—to uncover the core issue. The real problem often lies beneath the symptoms. Understand the Context: Consider the broader organizational environment, team dynamics, and culture. What seems like an issue in one area might be a symptom of a deeper problem elsewhere. Context is critical to accurate diagnosis. Once the right problem is identified, solving it effectively requires careful consideration. 💡 3 Considerations When Solving the Problem: Engage Multiple Perspectives: Involve diverse voices from across the organization. Different perspectives can reveal angles you might miss and lead to more robust solutions. Collaboration ensures broader acceptance and better outcomes. Resist the Quick Fix: It's tempting to go for quick solutions, but they often only address symptoms. Focus on sustainable solutions that tackle the root cause. This may take more time, but the long-term benefits are worth it. Reflect and Iterate: After implementing a solution, reflect on its impact. Did it address the problem effectively? Be prepared to iterate and adjust as needed. Continuous improvement is essential for long-term success. The most successful leaders don't just jump to solutions—they take the time to define the problem accurately. By doing so, they create a foundation for meaningful, lasting change. So, before you dive into solving what seems like an urgent issue, ask yourself: Am I truly solving the right problem? #Leadership #OrganizationalDevelopment #ProblemSolving #HybridWorkforce #Culture

Passionate problem solvers are easy to label as "too negative" or "having an agenda". Here's a good approach to bringing people on the journey: 1. Start with what you see and hear Describe specific behaviors, patterns, or outcomes as objectively as possible (knowing that we can never be truly objective). Be mindful of your potential biases. Are your emotions and perspective narrowing what you bring up? Avoid using loaded or triggering language. Keep it neutral and clear. 2. Invite others to share what they see and hear By starting with your own observations, you are setting an example for the rest of the team. Invite the team to share their perspectives and observations in ways that focus on understanding, rather than labeling or jumping to conclusions. In the right context, it might be better to start here. 3. Look inwards, observe, and listen Just as you describe outward behaviors, turn inward and notice how you feel about what you’re seeing and hearing. Instead of saying, “This place is a pressure cooker,” try, “I feel a lot of pressure.” Avoid jumping to conclusions or ascribing blame. Again, invite other people to do the same. 4. Spot areas to explore With observations and emotions on the table, identify areas worth examining. Avoid rushing to label them as problems or opportunities. Instead, frame them as questions or areas to look into. This keeps the tone open and focused on discovery. 5. Explore and go deeper As potential areas emerge, repeat the earlier steps: describe what you see, invite others to share, and observe how you feel. It is a recursive/iterative process—moving up and down levels of detail. 6. Look for alignment and patterns Notice where people are starting to align on what they’d like to see more—or less—of. Pay attention to areas where there’s consistent divergence—these are opportunities as well. Ask, “What might it take to narrow the divide?” 7. Frame clear opportunities Once patterns emerge, focus on turning them into clear opportunities. These are not solutions—they’re starting points for exploration. For example: “We could improve this handoff process” or “We’re not all on the same page about priorities.” Keep it actionable and forward-looking. 8. Brainstorm small experiments Use opportunities as a springboard to brainstorm simple, manageable experiments. Think of these as ways to test and learn, not perfect fixes. For example: “What if we tried a weekly check-in for this process?” Keep the ideas practical and easy to implement. 9. Stay grounded and flexible Be mindful of how the group is feeling and responding as you brainstorm. Are people rushing to solutions or becoming stuck? If so, take a step back and revisit earlier steps to re-center the group. 10. Step back. Let the group own it Once there’s momentum, step back and hand over ownership to the group. Avoid holding onto the issue as “your problem.” Trust the process you’ve built and the team’s ability to move things forward collectively.

“Figure-it-out” is a superpower. But like every superpower, it has a shadow side. And most of us who rely on this muscle were never taught how to manage the parts that quietly work against us. If you’re one of those operators, builders, or internal innovators who can turn chaos into clarity, here are the shadows to watch for: 1. Doing everything yourself You see the answer faster than everyone else, so you just take it on. Before you know it, you’re the only person who knows how anything works. How to work with it: Pause long enough to share context. Spread knowledge early. You’re still the engine, but you’re no longer the bottleneck. 2. Solving the wrong problems Your brain loves puzzles, so you start fixing, optimizing, and improving everything… even the things that don’t matter. How to work with it: Ask: “Is this actually important, or am I just itching to solve something?” Prioritize impact, not activity. 3. Moving faster than the team can absorb You connect dots in minutes that take others days. The team ends up confused, misaligned, or trying to catch up. How to work with it: Build quick alignment loops. A 60–second check-in keeps your speed without creating chaos. 4. Needing to be the one who figures it out Your identity gets wrapped up in being the solver. If you’re not the one fixing it, you feel less valuable. How to work with it: Shift from “I solved it” to “the team can solve it without me.” That’s the leap from doer to leader. 5. Using problem-solving to avoid the real work It’s easier to build a new system than to have a tough conversation. Easier to fix a workflow than to challenge a priority. How to work with it: Notice when solving is a distraction. Ask: “Is there a conversation or decision I’m avoiding?” Your figure-it-out energy is a real superpower. It’s what companies need most right now. But the next level isn’t about solving more. It’s about choosing when to solve, when to step back, when to bring others in, and when to let good-enough be enough. That’s how you go from hero to multiplier. From problem-solver to leader.

This article challenges the conventional strategic analysis (e.g., SWOT) that often leads organizations to conclude that an ambitious strategy is unfeasible due to internal limitations or weaknesses, compelling them to lower their expectations. The prevailing approach, often favored by "conventional managers," prioritizes internal factors and results in continuity strategies rather than the transformative adaptation required in volatile environments. The author contrasts this approach with that of "idealist managers" like Elon Musk, who view limitations not as barriers to resignation but as creative challenges to be overcome. Drawing on compelling case studies from Prefabricats Planas (precast concrete) and SpaceX (reusable rockets), the article demonstrates that seemingly "impossible strategies" can be successfully implemented by inserting structured innovation and creative problem-solving early in the strategic process. It proposes a superior strategic framework where senior management identifies critical problems blocking the desired strategic purpose and applies the appropriate innovation method (e.g., creativity workshops, design thinking, integrative thinking) to dissolve them. By prioritizing the creative resolution of strategic obstacles before defining a final "possible" strategy, companies can avoid the cognitive bias of lowering ambition and instead foster transformation, positioning them to thrive even in turbulent times. The ultimate conclusion is that resisting innovative problem-solving is the surest path to resignation, while methodically addressing challenges unlocks the potential for pioneering achievement.

Want your reports to stop thinking there's a secret strategic layer they're not privy to? Let's get to the root of this issue and transform your approach. Often, employees perceive a hidden strategic world above them, inaccessible and mysterious. This disconnect can lead to frustration and disengagement. What you as a product leader can do to solve this: ◻️ Transparent Communication: Regularly share the product strategy with your team. Remember that when you think you’ve said it too many times someone just heard it for the first time. ◻️ Ensure your strategy isn't just a document but a living part of the team's daily work: The strategy is not meant to sit in a drawer (or a google drive folder) and gather dust! Start every meeting with the elevator speech for your product strategy: tell teams what problems we’re solving, what problems we’re not solving, what we’re aiming to achieve, and, most importantly, the why behind it. ◻️ Empower your teams by including them: Leaders with the best of intentions around showcasing confidence try to make the strategy perfect before sharing it with the teams. This does not work. The strategy should not be a “grand reveal”. It should be something the team feels like they can participate it, have a say, and deeply understand. Involve your team when you build the strategy and leverage their expertise to shape it - they’re much closer to the problem than you are.

One of the quickest ways to improve problem-solving? Treat every problem like a hypothesis. I was working with the executive team of a fast-growing tech company. Growth was strong. Headcount had doubled. But performance reviews were a mess. Managers were frustrated. Employees felt blindsided. HR said the system was broken. The instinct? Scrap everything. Buy a new tool. Instead, I asked: 👉 “What do you believe is causing the problem?” After a pause, someone said: “I think managers don’t know how to give feedback.” That was a hypothesis. We wrote it down. Then added two more: Maybe expectations aren’t clear from the start. Maybe reviews happen too late to be useful. Suddenly, the team wasn’t chasing fixes. They were testing assumptions. Within a week, interviews and data revealed the truth: The system wasn’t broken. It was just used too late. The solution? Train managers to check in monthly—not annually. That simple shift saved a six-figure software switch and months of chaos. The lesson: Good hypotheses are specific and testable. Testing beats guessing. Slowing down prevents expensive mistakes. Because leadership isn’t about jumping to answers. It’s about creating a culture where the right problem gets solved.

“I’ve poured so much into my managers, but I’m still making all the hard decisions.” I was talking with a multi-unit business owner recently, and I could feel the overwhelm and frustration as she shared her current situation: ...She’s invested time, energy, and resources into supporting her managers—yet every major decision still lands on her plate. ...She’s the one solving problems, putting out fires, and carrying the weight of strategy. At the end of the week, she’s exhausted—running on decision fatigue with not much left to give to her family, personal goals, or herself. If this sounds familiar, know this: The issue isn’t that your managers aren’t working hard—they likely are! 👉 it’s that they haven’t been equipped to lead at the level your business needs. I'd love to share some tips to help you shift from being the problem-solver to building a leadership team that truly owns their roles. Check them out! 1.) Stop delegating Tasks ➡️ Start delegating Outcomes. ↳ If you’re telling your team what to do instead of what result to achieve, they’ll always look to you for direction. 🎯 Instead of saying, “We need to cut costs this month,” say, “We need to improve labor efficiency by 8%. What’s your strategy?” Let them think through solutions instead of waiting for instructions. 2.) Create a Decision-Making framework ↳ If your team isn’t making strong decisions, it’s usually because they lack confidence in their process. Introduce structured frameworks like: 🎯 The Eisenhower Matrix to prioritize what’s urgent vs. important 🎯 5 Whys Analysis to find root causes of recurring issues 🎯 Data-Driven Decision Trees to assess risk vs. reward 3.) Build Accountability Structures ↳ If expectations aren’t clear, execution will always be inconsistent. Make sure your managers: 🎯 Have clear, measurable KPIs tied to profitability and performance 🎯 Conduct structured weekly check-ins focused on decision-making, not just status updates 🎯 Own non-negotiable leadership responsibilities like coaching their teams and driving business growth 4.) Coach for Strategic Thinking, Not Just Execution ↳ When a manager brings you a problem, don’t solve it for them. Instead, ask: 🎯 What does the data say? 🎯 What options have you considered? 🎯 Which solution aligns with our goals? This step forces your managers to develop problem-solving skills rather than deferring every challenge to you. If you’re still the one making every critical decision, your business doesn’t have a leadership team—it has a support team. And that’s why you feel stuck. Scaling requires leaders who can think, act, and decide confidently—without you as the constant fallback. I work with scaling business owners and their key leaders 1:1 and through my group coaching program to develop the leadership, decision-making, and accountability structures that create true operational freedom. Need help? Reach out and let's chat! #leadershipdevelopment #multiunitleadership #strategicgrowth

Problems aren't roadblocks. They're invitations. An invitation to innovate. To rethink. To leap. The difference between stuck and unstoppable? It's not the challenge. It's you. Your lens. Your toolkit. Your willingness to dance with the difficulty. As a tech leader, your ability to solve complex issues can make or break your career. I've led teams across continents, industries, and crises. Here's what I've learned: 𝟭. 𝗥𝗼𝗼𝘁 𝗖𝗮𝘂𝘀𝗲 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 Peel back the layers. Ask "Why?" repeatedly. You're not fixing a leak; you're redesigning the plumbing. 𝟮. 𝗦𝗪𝗢𝗧 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 Map your battlefield. Know your strengths, weaknesses, opportunities, and threats. Sun Tzu would approve. 𝟯. 𝗠𝗶𝗻𝗱 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 Visualize the chaos. Connect the dots. Your brain on paper, minus the mess. 𝟰. 𝗦𝗰𝗲𝗻𝗮𝗿𝗶𝗼 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 Prepare for multiple futures. Be the chess player who sees ten moves ahead. 𝟱. 𝗦𝗶𝘅 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗛𝗮𝘁𝘀 Wear different perspectives. Be the critic, the optimist, the data analyst, the artist, the operator. Your mind is pliable; use it. 𝙒𝙝𝙮 𝙩𝙝𝙞𝙨 𝙢𝙖𝙩𝙩𝙚𝙧𝙨: - 76% of IT leaders rank problem-solving as the top soft skill (Global Knowledge) - Strong problem-solvers are 3.5x more likely to hit strategic goals (Harvard Business Review) - 70% of problem-solving pros drive more innovation (PwC) These aren't just methods. They're mindsets. Tools to reshape your thinking. I've used these to navigate multi-million-dollar projects and multinational teams. They work. Period. But the real differentiator: consistency. Use these daily. Make them habits. Your problem-solving muscle grows with every rep. Start now. Pick one method. Apply it to a current challenge. Share your results. The best tech leaders aren't born. They're forged in the fires of solving complex problems. What will you solve today?