Companies are doing their best to keep up with competitors and the ever-changing business landscape. But many of their efforts fail because they can’t even accurately define the problem they’re facing. An expert provides a road map for figuring out how to get everyone aligned on the problem so progress will be made.
When a program, strategy o r project fails to achieve its goals, the reason can often be traced back to the very beginning when no one seemed to clearly define or agree on the problem.

That may sound a bit strange – how can any organization move forward with a solution unless they clearly understand the problem?

Yet, it happens more often than anyone would probably like to admit, which is why Satish P. Subramanian provides a clear framework for getting a better handle on defining a problem in his book, “Transforming Business with Program Management.”

“Some organizations have a tendency to jump the gun,” when moving toward a solution and can lead them to rush through defining the problem, he explains.

“This doesn’t have to be a long, drawn-out process, and doesn’t require a lot of structure,” he explains. “But without a framing up of the issue, you won’t be able to meet your goals.”

In other words, a team that takes action without a clear agreement and definition of the problem is a waste of manpower, resources and time.  “Whatever journey you’re on, you’re not going to be able to achieve the outcome you want,” he says. Read more www.elosonservices.com/a-problem-must-be-defined-before-it-can-be-solved/
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