Before jumping into solving a problem at work, how often do you think about it in the abstract? I’ve been practicing this approach for a few years now, addressing business development and process challenges at Fortumo, Boku, and now at Foxway.
Here are some mental models that I use to solve challenging issues. They have been useful for me in uncovering potential solutions:
Am I solving the right problem?
When presented with a specific problem, the instinct is to start devising solutions immediately. However, the initial problem often only scratches the surface. Engineering teams use the Five Whys approach to uncover root causes. Unless you identify the root cause, you risk fixing the same problem repeatedly. Read more.
Am I focusing on the hardest part of the problem?
When creating a new process or project, it’s tempting to start with the easy tasks. However, if one task is significantly more challenging, completing the simpler ones first can be a waste of time. If you want a monkey to recite a play while standing on a ladder, start by teaching the monkey to read, not by building the ladder. Read more.
How can I solve the problem in the simplest way possible?
Problem-solving in startups is often easier due to limited resources, leading to simpler solutions. As organizations grow, problems and their solutions tend to become more complex. Gall’s Law states that complex solutions should start simple and then evolve, not begin as unmanageable messes. Read more.
How would I sabotage myself?
If tasked with intentionally sabotaging a new business initiative, what would I do? Who would I involve? By inverting the problem, I can list everything that could go wrong. Then, I take on the role of the “good guy” to prevent those issues. This approach won’t guarantee success but can significantly reduce the risk of failure. Read more.
Do people know they need to get involved?
Building a new process only works if everyone knows their roles and responsibilities. Creating a RACI (Responsible, Accountable, Consulted, Informed) matrix helps clarify contributions. This prevents delays by ensuring the accountable person makes the final decisions. Read more.
What organizational debt is stopping me from progress?
Just like technical debt in software engineering, organizations accumulate “organizational debt” through outdated processes. Unlike engineers who manage technical debt, organizations rarely remove obsolete processes. To make progress, consider eliminating old processes after understanding why they were implemented. Read more.
Using these mental models has helped me approach problems more strategically and find effective solutions. What mental models do you use to solve business challenges?