Dwayne Spradlin

"Si me dieran una hora para salvar el planeta, dedicaría 59 minutos a definir el problema y un minuto a resolverlo", dijo Albert Einstein.

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The rigor with which a problem is defined is the most important factor in finding a good solution. Many organizations, however, are not proficient at articulating their problems and identifying which ones are crucial to their strategies.
They may even be trying to solve the wrong problems&#8212;missing opportunities and wasting resources in the process. The key is to ask the right questions.
The author describes a process that his firm, InnoCentive, has used to help clients define and articulate business, technical, social, and policy challenges and then present them to an online community of more than 250,000 solvers. The four-step process consists of asking a series of questions and using the answers to create a problem statement that will elicit novel ideas from an array of experts.
<ul>
<li>Establish the need for a solution. What is the basic need? Who will benefit from a solution?</li>
<li>Justify the need. Why should your organization attempt to solve this problem? Is it aligned with your strategy? If a solution is found, who will implement it?</li>
<li>Contextualize the problem. What have you and others already tried? Are there internal and external constraints to implementing a solution?</li>
<li>Write the problem statement. What requirements must a solution meet? What language should you use to describe the problem? How will you evaluate solutions and measure success?</li>
</ul>
EnterpriseWorks/VITA, a nonprofit organization, used this process to find a low-cost, lightweight, and convenient product that expands access to clean drinking water in the developing world.

Are You Solving the Right Problem?

El rigor con el que se define un problema es el factor más importante para encontrar una buena solución. Sin embargo, muchas organizaciones no son competentes a la hora de articular sus problemas e identificar cuáles son cruciales para sus estrategias.
Incluso pueden estar intentando resolver los problemas equivocados, perdiendo oportunidades y malgastando recursos en el proceso. La clave está en formular las preguntas adecuadas.
El autor describe un proceso que su empresa, InnoCentive, ha utilizado para ayudar a los clientes a definir y articular retos empresariales, técnicos, sociales y políticos y presentarlos después a una comunidad en línea de más de 250.000 solucionadores. El proceso de cuatro pasos consiste en formular una serie de preguntas y utilizar las respuestas para crear una declaración del problema que suscite ideas novedosas de un conjunto de expertos.
<ul>
 <li>Establezca la necesidad de una solución. ¿Cuál es la necesidad básica? ¿Quién se beneficiará de una solución?</li>
 <li>Justifique la necesidad. ¿Por qué debería su organización intentar resolver este problema? ¿Está alineado con su estrategia? Si se encuentra una solución, ¿quién la aplicará?</li>
 <li>Contextualice el problema. ¿Qué han intentado ya usted y otros? ¿Existen limitaciones internas y externas para aplicar una solución?</li>
 <li>Redacte la declaración del problema. ¿Qué requisitos debe cumplir una solución? ¿Qué lenguaje debe utilizar para describir el problema? ¿Cómo evaluará las soluciones y medirá el éxito?</li>
</ul>
EnterpriseWorks/VITA, una organización sin ánimo de lucro, utilizó este proceso para encontrar un producto de bajo coste, ligero y cómodo que amplíe el acceso al agua potable en el mundo en desarrollo.

&iquest;Est&aacute; resolviendo el problema correcto?

The rigor with which a problem is defined is the most important factor in finding a good solution. Many organizations, however, are not proficient at articulating their problems and identifying which ones are crucial to their strategies. They may even be trying to solve the wrong problems—missing opportunities and wasting resources in the process. The key is to ask the right questions. The author describes a process that his firm, InnoCentive, has used to help clients define and articulate business, technical, social, and policy challenges and then present them to an online community of more than 250,000 solvers. The four-step process consists of asking a series of questions and using the answers to create a problem statement that will elicit novel ideas from an array of experts. Establish the need for a solution. What is the basic need? Who will benefit from a solution? Justify the need. Why should your organization attempt to solve this problem? Is it aligned with your strategy? If a solution is found, who will implement it? Contextualize the problem. What have you and others already tried? Are there internal and external constraints to implementing a solution? Write the problem statement. What requirements must a solution meet? What language should you use to describe the problem? How will you evaluate solutions and measure success? EnterpriseWorks/VITA, a nonprofit organization, used this process to find a low-cost, lightweight, and convenient product that expands access to clean drinking water in the developing world.

¿Está resolviendo el problema correcto?

Resumen.

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