Problems before solutions

The most common mistake in product work is starting with a solution. A stakeholder says "we need a reminder feature" and the team builds it, only to find that the real problem was something else. Strong product managers slow down at the start and get the problem right.

Requests are solutions in disguise

When someone asks for a feature, they are usually describing their idea of a solution to a problem they have not stated. Your job is to uncover that problem. A useful habit is to ask "why" a few times:

• "We need better reminders." Why?
• "Because clinics have lots of no shows." Why do patients not show up?
• "Some forget, but many say they could not reach the clinic to reschedule."

Now the problem looks different. Reminders might help with forgetting, but the bigger issue could be that rescheduling is hard. A reminder feature alone would miss it.

Writing a problem statement

A good problem statement describes who has the problem, what the problem is, why it matters and how you know. For example:

Who: front desk staff at small clinics
Problem: 1 in 8 appointments end as no shows, and staff
cannot fill the empty slots in time
Why it matters: lost revenue for clinics, and clinics cite
no shows as the main reason they consider leaving us
Evidence: booking data from the last 90 days, 6 support
tickets this month, 4 of 5 recent customer calls

Notice what is missing: any mention of a solution. The statement leaves room for several possible answers.

Evidence over opinions

Look for evidence from more than one source:

• Quantitative data: usage, booking and cancellation numbers.
• Qualitative data: customer conversations, support tickets, sales notes.
• Market context: how competitors and alternatives handle the problem.

When sources agree, you can act with confidence. When they disagree, you have found something worth investigating.

Size the problem

Not every real problem is worth solving now. Estimate how many customers it affects, how often and how badly. A painful problem for 2 percent of customers may matter less than a moderate problem for half of them, unless those 2 percent are your largest accounts.

Rewrite the "fix reminders" request as a problem statement for the clinic product. Keep it free of solutions.