Enterprise Problem Definition: How to Prioritize the Right Work
Proven frameworks and playbooks for defining enterprise product problems and prioritizing execution across new initiatives and existing systems
Big companies do not suffer from a shortage of ideas or resources. They suffer from misallocated attention. Teams sprint, dashboards glow, budgets burn—yet outcomes stall because the underlying problems are poorly framed or half‑understood. This guide shows how to consistently define problems with precision and then sequence execution so the right work happens first. It separates tactics for existing products/processes (where evidence is abundant but noisy) from new products (where uncertainty is high and evidence is scarce), and provides an operating system you can adopt without adding bureaucracy.
Core takeaways
Treat problem definition as a first‑class deliverable with a review gate, not a hallway conversation.
Use different discovery lenses for existing vs new products; reuse the same backbone (clear outcomes, falsifiable hypotheses, evidence standards).
