Product managers frequently receive solutions, not problems, from stakeholders. Instead of saying no, the effective approach is to reframe the solution as a set of assumptions and build a discovery backlog to systematically test them. This builds alignment and leads to better outcomes.
Whether an idea originates as a problem or a solution is less important than the rigorous validation process that follows. Success hinges on navigating this 'messy middle' to confirm the idea creates enough value that customers will pay for it, regardless of its origin.
Just as PMs are warned against solution-bias, the same discipline applies to problems. The goal is not just to find one problem, but to find multiple, then assess which is most valuable, strategically aligned, and worth pursuing for the right audience before committing resources.
The common mantra that every product must solve a problem is too narrow. Products like ice cream or Disney World succeed by satisfying a powerful desire or need, not just by alleviating a tangible pain point. This expands the canvas for innovation beyond mere problem-solving.
For net-new products, begin with deep problem discovery. Once a product is introduced, shift to rapid, solution-based iteration and feedback. As the product matures, revert back to problem discovery to find the next growth engine while optimizing the current product.
To avoid decline, managers of mature 'cash cow' products must operate on two tracks. They should rapidly test solution-based iterations to optimize the existing product, while simultaneously dedicating resources to high-level problem discovery to identify the company's next source of growth.