Dwayne Spradlin

"Se me fosse dada uma hora para salvar o planeta, eu gastaria 59 minutos definindo o problema e um minuto resolvendo-o", disse 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?

O rigor com que um problema é definido é o fator mais importante para encontrar uma boa solução. Muitas organizações, no entanto, não são proficientes em articular seus problemas e identificar quais são cruciais para suas estratégias.
Elas podem até estar tentando resolver os problemas errados - perdendo oportunidades e desperdiçando recursos no processo. A chave é fazer as perguntas certas.
O autor descreve um processo que sua empresa, a InnoCentive, usou para ajudar os clientes a definir e articular desafios comerciais, técnicos, sociais e políticos e, em seguida, apresentá-los a uma comunidade on-line de mais de 250.000 solucionadores. O processo de quatro etapas consiste em fazer uma série de perguntas e usar as respostas para criar uma declaração de problema que suscitará novas ideias de uma série de especialistas.
<ul>
 <li>Estabeleça a necessidade de uma solução. Qual é a necessidade básica? Quem se beneficiará com uma solução?</li>
 <li>Justifique a necessidade. Por que sua organização deve tentar resolver esse problema? Ele está alinhado com sua estratégia? Se uma solução for encontrada, quem a implementará?</li>
 <li>Contextualize o problema. O que o senhor e outros já tentaram? Existem restrições internas e externas à implementação de uma solução?</li>
 <li>Escreva a declaração do problema. Quais requisitos uma solução deve atender? Que linguagem o senhor deve usar para descrever o problema? Como o senhor avaliará as soluções e medirá o sucesso?</li>
</ul>
A EnterpriseWorks/VITA, uma organização sem fins lucrativos, usou esse processo para encontrar um produto de baixo custo, leve e conveniente que amplia o acesso à água potável no mundo em desenvolvimento.

O senhor est&aacute; resolvendo o problema certo?

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.

O senhor está resolvendo o problema certo?

Resumo.

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