Solving the Right Problems with the 4U Framework

Many solutions fail not due to a lack of ingenuity or creativity, but because the problem they're intended to solve is either ill-defined, insignificant, or sometimes, non-existent.

Focusing on the right problem will naturally increase the quality of the solutions, and to this point, I always like to share this quote:

Still, our natural tendency is to dive head-first into solutions, even if or when we don’t fully understand the problem we’re tackling — especially since a myriad of frameworks and methods for problem-solving exist, practically begging to be used.

Unsurprisingly, there are only a few frameworks allowing teams to deconstruct a problem and understand it in a way that’s meaningful for all stakeholders involved - business executives whose buy-in is required to secure budget to apply to potential solutions, innovation & product teams who are tasked with finding solutions, and users that will benefit from them.

One such approach is Design Sprint Academy’s Problem Framing, which you can read more about here or download this free Problem Framing Canvas outlining the process - as 3,000 people have already done. While comprehensive and battle-tested, it does take time and some of expertise to apply.

In this newsletter, I'm introducing a more accessible framework for quick and effective problem evaluation – the 4Us, which I discovered through Harvard Innovation Labs and Michael Skok from _underscore . vc.

Whether deciding which customer problem to tackle or getting your managers’ buy-in, this framework will be helpful to build a common language when discussing problems in your organizations — as well as securing support for further problem-framing or solution exploration.

Introducing the 4Us Method

Today, we apply the 4Us for rapid, efficient problem assessment, useful before diving into deeper problem-framing or when prioritizing various problem statements:

• Unworkable: How severe is the problem is?

• Unavoidable: How inevitable is it?

• Urgent: Is immediate action necessary?

• Underserved: Are existing solutions inadequate?

So, let’s explore each.

Unworkable: The Severity of the Problem

When we talk about an 'unworkable' problem, we refer to situations where users are stuck. They're at a dead end with existing solutions – either nonexistent, impractical or prohibitively expensive.

Whether we're dealing with customer issues or broken business processes, the impact of unworkable problems is significant and painful potentially leading to serious consequences like losing revenue, customers, market share., reputation, etc. The status quo is so dysfunctional that the cost of inaction is simply too high.

To determine if a problem is unworkable, ask:

• What happens if we don’t act? This question uncovers the gravity of inaction – the costs must be substantial.

• What’s the root of the problem? Understanding the core issue is crucial – is it a lack of access, awareness, or functionality?

Consider this real-world example. One of our customers, a large retailer, offers online discounts but they face a loophole where customers create fake accounts for multiple discounts. This flawed process costs them a 7-figure amount annually (big consequences), clearly a case of an unworkable problem.

Unavoidable: The Inevitability Factor

An unavoidable problem is one that everyone, sooner or later, must face. It's also the kind of problem that’s triggered by external factors beyond one's control.

Take the simple, everyday phenomenon of hair growth, an unavoidable problem that affects everyone. There is a whole industry around it, from barber shops and hair stylists to beauty and hair care products. For some, the opposite (losing hair) is the unavoidable problem, creating an industry as well - treatments, hair implants, magic lotions, etc.

GDPR is another good example, as this regulation compels all businesses operating in Europe to adhere to its strict guidelines. Compliance with GDPR isn't just a best practice; it's a legal necessity. There's no sidestepping this regulation, making it an unavoidable aspect of business operations in Europe, and by extension, an opportunity for solutions and services tailored to ensure compliance.

To spot an unavoidable problem, consider:

• Can this problem be evaded? (e.g. ageing, paying taxes)

• Is the problem triggered by something outside of the user's control? (e.g. Apple’s 30% fee for apps and in-app purchases)

• Does it force the user to comply? (e.g. a law or regulation)

Urgent: The Need for Immediate Resolution

Urgency is about immediate necessity. It’s where the problem becomes so pressing that solutions can't wait.

Determine urgency by asking:

• What’s the customer's top priority? Your problem should be at the top of their list.

• Does it align with organizational priorities? If it’s not a primary concern for stakeholders, it's unlikely to gain traction.

If the problem is not at the top of the list it’s unlikely your customers will care enough about your solution. Same goes for your stakeholders.

Underserved: The Gap in Solutions

An underserved problem is where existing solutions fall short. There are not many alternatives and current solutions don’t fully meet user needs. It's about identifying the gaps in the market.

Questions to ask to see if a problem is underserved:

• What competitors do you have here?

• What solutions already exist?

• Why should customers choose your solution?

You also want to ensure that your customers understand why your solution stands out from the rest, especially when you're competing for finite resources like time, money, and people’s attention.

For instance, consider situations where existing solutions may exist but are too costly, creating an 'unworkable' problem for low-income customers. Here, you have the opportunity to introduce a more affordable alternative, addressing an 'underserved' need that has yet to be met.

A prime example of this can be seen in the emergence of low-cost airlines such as Southwest and Ryanair. Despite the availability of numerous alternatives, these weren't viable options for budget-conscious travellers. By focusing on this underserved market segment, these airlines successfully filled a significant gap.

This same principle can be applied across various customer-centric factors like time, access, and resources, allowing you to identify and exploit underserved opportunities. By doing so, you not only meet the needs of your customers but also carve out a unique position in the market.

How are we using it?

We rate each 'U' from 1 (a definitive no) to 5 (a confident yes). A problem that scores high across all four categories is worth tackling. If not, it’s time to re-evaluate.

The biggest value of the 4Us is that it gives teams a different way of thinking and discussing problems, that is more constructive and speeds buy-in and action.

Use this in your next meeting or workshop and let me know how it worked for you.