Problem-Solving in Projects

🎯 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.

I timed it yesterday: A leadership team spent 47 minutes "solving" the same issue they've tackled in every meeting for the past 4 months. Sound familiar? They identified symptoms, not causes. Everyone had opinions, few had solutions. They created action items no one completed. The problem returned, slightly repackaged. This isn't just inefficient. It's the silent killer of growing businesses. After implementing EOS with 500+ entrepreneurial companies over 15 years, I've found teams waste up to 68% of their meeting time on recurring issues that never get solved at the root. The difference between teams that solve issues once and teams stuck in the loop isn't intelligence. It's methodology. Enter the Issues Solving Track - the EOS tool that transforms how leadership teams attack problems: 1. IDENTIFY the real issue Most teams get this wrong. They discuss symptoms, not causes. Try this instead: → Write the issue as one clear sentence → Ask "Why is this happening?" three times → Determine if it's a people issue, process breakdown, or communication gap A manufacturing client kept "solving" quality problems until they properly identified the real issue: unclear quality standards, not lazy employees. 2. DISCUSS with discipline The discussion phase isn't: → A platform for the loudest voice → A place for tangents and war stories → A political positioning exercise It is: → A focused examination of relevant facts → A space for diverse perspectives → A way to challenge assumptions respectfully The best teams have a designated facilitator who keeps discussion on track and ensures every voice contributes. 3. SOLVE completely The only reason to discuss an issue is to solve it. When you've reached clarity, document: → A specific action step → One person accountable (not a department) → A concrete due date (not "ASAP" or "ongoing") Then move on. No revisiting. No second-guessing. A software company I work with was averaging 3.5 hours in weekly leadership meetings. After implementing the Issues Solving Track, they cut meeting time to 90 minutes while solving twice as many issues. The best businesses aren't the ones without problems. They're the ones that solve problems at the root. Want to implement the Issues Solving Track in your business? Use the process below 👇

Uncovering the Real Problems: A Tech Leader's Guide In the labyrinth of IT challenges, we often find ourselves chasing shadows. 93% of IT project failures stem from solving the wrong problem. It's a sobering statistic that demands reflection. As technology leaders, our true value lies not in firefighting, but in prevention. Here are five methods to show the way: 𝟭. 𝗧𝗵𝗲 𝗦𝗼𝗰𝗿𝗮𝘁𝗶𝗰 𝗜𝗻𝗾𝘂𝗶𝗿𝘆 - Ask probing questions. - Seek understanding, not just answers. - The "5 Whys" technique can reveal surprising truths. 𝟮. 𝗧𝗵𝗲 𝗘𝗺𝗽𝗮𝘁𝗵𝘆 𝗘𝘅𝗽𝗲𝗱𝗶𝘁𝗶𝗼𝗻 - Step into your users' world. - Observe, listen, feel. - True solutions emerge from genuine understanding. 𝟯. 𝗧𝗵𝗲 𝗗𝗮𝘁𝗮 𝗟𝗲𝗻𝘀 - Let numbers tell the story. - Patterns hide in plain sight. - 40% of IT time is spent treating symptoms. Don't be part of that statistic. 𝟰. 𝗧𝗵𝗲 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗦𝗶𝗺𝘂𝗹𝗮𝘁𝗼𝗿 - Test theories in safe space. - Create a mock environment, experiment freely. - Break stuff (on purpose). 𝟱. 𝗧𝗵𝗲 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗟𝗼𝗼𝗽 - Deploy, measure, learn, improve. - Repeat. - Progress is a journey, not a destination. These methods aren't just tools; they're mindsets. They transform reactive problem-solving into proactive leadership. Companies prioritizing root cause analysis see a 35% higher project success rate. It's not just about efficiency—it's about impact. The challenge: Choose one method. Apply it this week. What hidden truth did you uncover? How did it shift your perspective? Share your insights. Let's learn from each other's journeys. After all, in the world of technology, the most powerful upgrades often happen between our ears.

We solve the wrong problems – and That is the Real Problem at Work   Many executives spend a large amount of their time firefighting. Often, they are trying to solve the right problem. The classic case is that of Kodak, which once dominated the photographic industry worldwide. It had pioneered digital technologies well before their competitors, yet the leadership wanted to stick to the legacy of inexpensive camera with expensive consumables (film and paper) for high margins. Kodak’s initial reluctance to embrace and commercialize its own digital inventions caused a rapid erosion of its market share. It launched competitive digital cameras late - in the 2000s. They tried to perfect their digital technology while losing money on the cameras sold. The real problem wasn't that they needed better digital cameras—it was that the business model had shifted from selling cameras to selling services and software. What is the lesson we can take? Before diving into any solution, invest some time asking "What problem am I really solving?" It is useful to have separate discussions on defining the problem first, and having identified it, then working on finding solutions. Ensure you are looking at the root cause and not the symptoms of the problem. Write down multiple versions of the problem statement. Brainstorm and iterate. Version one might be "Our team misses deadlines." Version two becomes "Our team receives unclear project requirements." Version three reveals "Our team lacks a standardized way to prioritize competing requests." This simple exercise stops you from building elaborate solutions for surface-level symptoms. It prevents you from becoming the person who automates a broken process instead of fixing it; or optimizes something that shouldn't exist. Pick your biggest work challenge. Check whether you have defined problem statement correctly. You'll find yourself solving the root cause instead of chasing endless symptoms.   Picking the right problem leads to simpler solutions. Would love to hear your experience where you had to redefine your problem statement. 

🔧 8D Problem Solving: From Symptoms to Solutions 🚀 In quality and operations, we don’t just fix problems—we solve them for good. That’s why the 8D (Eight Disciplines) Problem Solving Process is a cornerstone of effective root cause analysis. It’s not just a checklist—it’s a mindset of teamwork, rigor, and accountability. Here’s how it works: 🧩 D1 – Form a Team   Bring together cross-functional experts who understand the process and can drive change. 📝 D2 – Describe the Problem   Define the issue clearly using facts, data, and impact—no assumptions. 🛡️ D3 – Implement Interim Containment   Protect the customer and process while the root cause is being investigated. 🔍 D4 – Identify Root Cause   Use tools like 5-Why, Fishbone, and 7M to dig deep and validate the true source. 🛠️ D5 – Define Corrective Actions   Develop targeted solutions that eliminate the root cause—not just the symptoms. ✅ D6 – Implement & Validate   Put the fix in place and confirm it works—through testing, monitoring, and feedback. 🔁 D7 – Prevent Recurrence   Update procedures, training, and systems to ensure the problem doesn’t return. 🎉 D8 – Recognize the Team   Celebrate the people who solved the problem and strengthened the process. 💬 I created the visual below to support team huddles, CAPA reviews, and leadership coaching. Feel free to use it, share it, or ask for a version tailored to your industry. Let’s keep building a culture of ownership, excellence, and continuous improvement—one discipline at a time. #8DProblemSolving #RootCauseAnalysis #QualityLeadership #CAPA #ContinuousImprovement #OperationsExcellence #Manufacturing #MedicalDevices #Teamwork #LeadershipDevelopment #VisualThinking

Most teams fix problems. Few build systems that prevent them. Problem-solving isn’t about throwing tools at symptoms. It’s about choosing the right framework for the job and using it with precision. After 20+ years building fintechs and scaling operations across 3 continents, I’ve learned this: ➟ Teams that scale fast don’t rely on guesswork. ➟ They rely on repeatable decision systems. Here are 13 frameworks that separate reactivity from real resolution: 𝟭. 𝗣𝗗𝗖𝗔 → Build, test, refine in cycles 𝟮. 𝗗𝗠𝗔𝗜𝗖 → Fix process at the root 𝟯. 𝗖𝗜𝗥𝗖𝗟𝗘𝗦 → Structure product decisions 𝟰. 𝗣𝗮𝗿𝗲𝘁𝗼 → Solve the 20% that cause 80% of chaos 𝟱. 𝗥𝗖𝗔 → Go beyond symptoms 𝟲. 𝗦𝗪𝗢𝗧 → Analyze from all sides 𝟳. 𝗟𝗶𝗴𝗵𝘁𝗻𝗶𝗻𝗴 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗝𝗮𝗺 → Solve in under an hour 𝟴. 𝗢𝗢𝗗𝗔 → Adapt faster than the context 𝟵. 𝗞𝗲𝗽𝗻𝗲𝗿-𝗧𝗿𝗲𝗴𝗼𝗲 → Decide with logic, not noise 𝟭𝟬. 𝟴𝗗 → Solve recurring problems cross-functionally 𝟭𝟭. 𝗧𝗥𝗜𝗭 → Invent beyond the obvious 𝟭𝟮. 𝗦𝗖𝗤𝗔 → Communicate with clarity under pressure 𝟭𝟯. 𝗙𝗶𝘀𝗵𝗯𝗼𝗻𝗲 → Visualize root causes in one shot Problem-solving isn’t a soft skill. It’s an operating advantage. 📌 Save this for your next offsite, sprint, or product review. ♻️ Repost to raise the bar on how teams solve what matters. 🔔 Follow Nadir Ali for strategy, leadership & productivity insights.

I’ve seen smart, well-intentioned teams throw money, time, and talent at the wrong problem.   Why? Because they never took the time to define it properly.   You can’t fix what you haven’t defined.   That’s why in Cracked It!, we teach a tool called TOSCA, a simple yet powerful framework to ensure you’re solving the right problem from the start:   🔹 Trouble – What tells something is wrong? 🔹 Owner – Who’s responsible for addressing it? 🔹 Success – What does success look like and when? 🔹 Constraints – What limits our options? 🔹 Actors – Who has a say and what do they want?   It sounds basic, but you’d be surprised how many problem-solving efforts fall apart at the very first question.   Slow down. State the problem. It might be the smartest move your team makes.

𝗧𝗵𝗲 𝗣𝗠 𝘄𝗵𝗼 𝗮𝗱𝗱𝗲𝗱 𝗮 𝘀𝘁𝗮𝘁𝘂𝘀 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 𝗳𝗶𝘅𝗲𝗱 𝗻𝗼𝘁𝗵𝗶𝗻𝗴. 𝗧𝗵𝗲 𝗣𝗠 𝘄𝗵𝗼 𝗵𝗮𝗱 𝗼𝗻𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝘀𝗮𝘃𝗲𝗱 𝘁𝗵𝗲 𝗽𝗿𝗼𝗷𝗲𝗰𝘁. Both had the same problem. Only one knew what they were actually solving. Your project is three weeks behind. Deliverables keep getting missed. Most PMs reach for project solutions: → Add more checkpoints → Revise the schedule → Tighten the process → Send reminder emails They're treating a people issue like a project issue. And making everything worse. 𝗛𝗲𝗿𝗲'𝘀 𝗵𝗼𝘄 𝘁𝗼 𝘁𝗲𝗹𝗹 𝘁𝗵𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲: 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗶𝘀𝘀𝘂𝗲𝘀 get better with better process. → Unclear requirements → Missing dependencies → Scope gaps → Resource constraints Fix: Documentation. Clarity. Structure. 𝗣𝗲𝗼𝗽𝗹𝗲 𝗶𝘀𝘀𝘂𝗲𝘀 get worse with more process. → Team members who don't trust each other → Someone feeling undervalued → Competing priorities no one will discuss → A stakeholder who feels sidelined Fix: Conversation. Trust. Alignment. A PM once added three new status meetings to address missed deadlines. The real problem? Design kept changing specs without asking dev for input. Dev team was frustrated and dragging their feet. No status meeting was going to fix that. One 15-minute conversation between the PM, dev lead, and design lead solved it: "How do we make sure everyone has input before specs are locked?" Deadline met two weeks later. 𝗧𝗵𝗲 𝘀𝗸𝗶𝗹𝗹 𝗶𝘀𝗻'𝘁 𝗵𝗮𝘃𝗶𝗻𝗴 𝗮𝗹𝗹 𝘁𝗵𝗲 𝗮𝗻𝘀𝘄𝗲𝗿𝘀. It's diagnosing which type of problem you're solving. Process fixes project issues. Conversations fix people issues. Use the wrong tool and you make it worse. What's one issue on your current project that might actually be a people problem? Follow Brian Ables, PMP for practical tips and strategies to grow your career. ♻️ If this changed how you think about project delays, share it with other PMs.

Root Cause Analysis (RCA) is a game-changer in project management and logistics. By targeting the root of the problem, not just the symptoms, you create lasting solutions and reduce recurring issues. Here's my approach: 🔍 Define the Problem: Start with a clear, measurable problem statement. 📊 Collect Data: Use both quantitative metrics and qualitative insights to create a complete picture. 🎯 Identify Root Causes: Tools like 5 Whys and Pareto Analysis help uncover the real issues. 💡 Brainstorm Solutions: Engage stakeholders to find innovative, collaborative solutions. 🔧 Implement & Monitor: Ensure the solution sticks with continuous monitoring. 🔄 Embrace Continuous Improvement: Always look for ways to optimize and prevent future issues. This method solves today's problems and builds a more proactive future. 💬 How does this resonate with your approach to project management and logistics? #RootCauseAnalysis #ProjectManagement #ProblemSolving #ContinuousImprovement #Leadership

Problem-Solving Is a Verb, Not a Noun In many organizations, problem-solving is treated like a concept — something you learn in a training or list on a resume. But real impact doesn’t come from knowing about problem-solving. It comes from doing it. Problem-solving is a verb. It lives in action — not in decks, dashboards, or laminated posters. Visual Management: Built to Solve, Not to Admire Tier boards, KPIs, hour-by-hour charts — they exist for one reason: To make problems visible, solvable, and preventable. They’re not there to color-code your way to green before the site director walks by. If your board looks perfect but no one’s solving anything, it’s decoration — not management. Tier Meetings: Where Problem-Solving Culture Starts Tier 1 meetings should solve 80% of problems — right at the source, by the people doing the work. If every issue escalates to Tier 3 or CI, you don’t have a tier system — you have a fire drill. Simple tools like 5-Why, checksheets, and immediate containment should be the norm, not the exception. Pareto to Prioritize. 8-Step to Solve. Here’s how high-performing teams operate: 1. Use Pareto to identify the top recurring issues. 2. Apply 8-Step Problem Solving only to those — not every squeaky wheel. Use 8-Step for: • Cross-functional or cross-shift issues • Customer complaints or audit findings • Safety or compliance risks • Anything that keeps coming back Don’t waste 8-Step rigor on one-off hiccups. Use your data to pick the right battles. Tier Meeting Power Questions To shift from reporting to solving, ask: • “What problem did we actually solve yesterday?” • “Is this a one-time issue or a trend?” • “What’s the real root cause — not just the symptom?” • “Who owns the countermeasure?” • “How will we know it worked?” • “If it comes back tomorrow, what’s our next move?” And the one that cuts through the noise: “Are we solving the problem — or just passing it along?” Making Tier Meetings Matter • Let the gap drive the conversation — not the metric. • Push ownership to the lowest responsible level. • Build visual triggers that demand action, not just updates. • If it hits Tier 3, require full 8-Step rigor. • Celebrate fixes, not just escalations. Final Thought Pareto helps you focus. 8-Step helps you go deep. Tier meetings give you rhythm. But none of it matters unless someone takes action. Because no board, no chart, no meeting has ever solved a problem on its own. Problem-solving is a verb. It starts at Tier 1. #continuousimprovement #lean #leadership