what’s your problem
OVERVIEW
Let's be honest. Most organizations aren't suffering from a lack of ideas. They've got plenty of ideas. New products. New initiatives. New strategies. New priorities. Every meeting seems to end with another one.
The problem isn't a lack of motion. It's a lack of focus on understanding and choosing to own their customer problem.
When an organization isn't crystal clear about the problem it exists to solve, everything gets harder. Marketing says one thing. Sales says another. Product builds what's next. Leadership debates what's important. Before long, everyone is working hard... just not always in the same direction.
This guide isn't here to give you the answer. It's here to help you ask the questions that most organizations never stop long enough to ask.
Print it out. Read it. Argue with it. Highlight the parts you agree with. Circle the ones you don't. Then bring it into the room. Challenge your leadership team. Start conversations that are a little uncomfortable. Because that's usually where the best thinking lives.
The value of this guide isn't found in its pages. It's found in the conversations, decisions, and actions that happen after you close it.
Because once you're aligned around the right problem, better decisions get easier. Your story gets simpler. Your team gets aligned. Your customers understand why you matter.
That's what it means to get Good to Go.
INSIDE THIS GUIDE
Why the stated problem is rarely the real problem
Three lenses for understanding what is actually happening
Introduction of the Chaos Cascade that comes from not understanding your problem
A practical exercise for defining the problem clearly
Questions to start a more productive conversation
start the conversation
Every GTG Guide is designed to spark conversations that create greater clarity, stronger alignment, and meaningful action. The goal is not to convince you to agree. It’s to inspire conversations that challenge assumptions, sharpen thinking, and create meaningful change.
What problem does our organization exist to solve?
Is that the same problem our customers would say we solve?
Where have we confused our products with our purpose?
What initiatives no longer align with the problem we choose to own?
If we started over today, would we define our organization the same way?