Narrowing the Problem Down to Solve It

Editor’s note: This essay sits within the Cultivated library on systems, leadership, and the journey from idea to value. Related pieces explore alignment, decision-making, and organisational learning.

Narrowing the Problem to Solve It

In business, there are always more problems than you can solve.
The real challenge is deciding which problems deserve your time, energy and attention.

Solving the wrong problems wastes energy.
Solving symptoms creates busywork.
Solving the right problems creates progress.

Business agility is not about speed.
It is about direction.

Only Solve Problems That Matter

A simple rule: solve problems that move you toward your goals.

If your direction is unclear, every problem feels urgent.
When your “painted picture” is clear, priorities sharpen.

Align problems to outcomes.
Everything else is noise.

Persistent Problems Signal Deeper Issues

If a problem keeps returning, it is not solved.

Recurring issues are usually symptoms:

• Weak delegation
• Broken processes
• Structural constraints
• Cultural habits

Solving the surface problem feels productive.
Solving the underlying system is where agility comes from.

Study the Problem Before Solving It

Systemic problems deserve study.

Observe them.
Collect data.
Listen to the people living with the problem daily.

Your team often understands the problem better than leadership does.
Invite them into the diagnosis, not just the solution.

Name and Visualise the Problem

Ambiguous problems stay unsolved.
Named problems become workable.

Define it.
Describe it.
Make it visible.

In workshops, I often turn problems into physical artefacts — diagrams, posters, or visual models. When people can see a problem, they can discuss it, challenge it, and solve it.

Break the Problem Into Strands

Large problems feel immovable because they are amorphous.

Break them down.
Solve one strand at a time.

Low engagement might be management clarity, team objectives, or feedback loops.
Delivery delays might be one bottleneck in a chain.
Customer churn might be onboarding, service quality, or expectations.

Each solved strand builds momentum.

Knowledge Comes First

You cannot solve what you do not understand.

Gather evidence.
Question assumptions.
Resist the urge to act before learning.

Strong opinions without data create confident mistakes.

Solve Problems That Advance Your Goals

Not every solvable problem is worth solving.

Ask one question repeatedly:
Does this move us toward our future?

If not, let it go.

The Takeaway

Agility is not about reacting faster.
It is about choosing better problems.

Align problems to goals.
Look beneath symptoms.
Study before acting.
Make problems visible.
Solve in strands.

Do this consistently, and you create momentum — not just solutions.