How to write a problem statement: a step-by-step guide

Many great business ideas begin with a crucial problem that needed solving. While product teams and designers may be eager to build solutions, it pays to not rush your product out the door. If you’ve ever heard the phrase “Give me six hours to chop down a tree and I will spend the first four sharpening the axe,” you might understand why.

Instead of immediately switching into solution-mode, there’s value in taking time to understand a problem from all angles. One of the best ways to properly diagnose and solve problems is to write a problem statement.

In this article, we explain what problem statements are, how to write one, and share a few examples.

What is a problem statement?

Problem statements summarize a challenge you want to resolve, its causes, who it impacts, and why that’s important. They often read like a concise overview managers can share with stakeholders and their teams.

Why are problem statements important?

Problem statements help you share details about a challenge facing your team. Instead of rushing to a solution, writing a problem statement enables you to reflect on the challenge and plan your response.

The high-level perspective a problem statement offers lets teams focus on the factors they need to change. Managers also use this top-down vantage to oversee their teams as they work out solutions.

When to use a problem statement

Any time you face a challenge is an opportunity to write a problem statement. You can write a problem statement to improve operations in different contexts. For example, you might use a problem statement to:

• Refine project proposals: Managers write project proposals to solve user issues. Problem statements inform these proposals, shaping their goals, plans, and approaches.
• Develop your product offering: Many startups build their business model on solving a long-standing problem. Problem statements help clarify a company’s mission and core product design.
• Clarify the outcome of solving a problem: Problem statements point out the long-term benefits of solving the issue, which can help you put the problem into context for stakeholders and secure necessary resources.
• Collaborate with multiple teams: You can rally teams around a common goal if you frame it as a shared problem. Collaboration ensures you examine the problem and reach solutions from all possible angles.
• Improve the user experience: Problem statements can identify pain points and ways to enhance a product. When teams act on problem statements, this can improve UX.

What are the elements of a problem statement?

You can break problem statements into a few core elements. While the format of a problem statement is flexible, aim to include the following:

• Gap: the challenge, issue, or pain point you currently face
• Orientation: a description of when and where you found the problem and the trend it creates or follows
• Impact: a measure of your problem’s consequences in cost, time, quality, environment, or personal experience
• Importance: why this problem matters to your organization and customers

How to write a problem statement

Now that you understand the elements of a problem statement, you can write your own in five key steps.

1. Identify the problem

Start by pointing out an issue and gathering data. Put yourself in the support or production environment where the problem arises and try to experience it firsthand. When gathering data, look for trends or overarching themes—they may help you find the root cause of your problem later.

After seeing the problem for yourself, interview others who know about it. Start with employees who run into the problem or offer support for it. In some cases, they may have a design brief with more information on the issue. Beyond that, customer testimonials and stakeholder interviews can lay out the full scope of your problem.

2. Put the problem into context

Describe how the problem impacts customers and stakeholders. Avoid personal bias and focus on developing a clear perspective. This approach helps prioritize the issue and explain why you need to solve it. If customers can't reach the benefits of your product because of an issue, that's a high-priority concern. If you’ve ever conducted design research, this process should feel similar.

You can put a problem into context by asking:

• Does the problem lead to a reputational, financial, or logistical cost?
• Is the main issue a symptom of a greater challenge?
• Has your team already tried to solve this problem? Why didn’t past solutions work?
• What do you and your team definitely know about the current problem?

3. Find the root cause

Ask yourself "why" questions about the problem to find its origin point. Your initial assumptions about a problem might stand in the way, so as you learn more about the issue, don’t be afraid to change how you look at it. You'll get closer to the root cause as you reframe your understanding around these discoveries.

If you need help uncovering the root cause or challenging your initial assumptions, these templates can help:

• The 5 whys template helps you get to the root cause of a problem.
• Reverse brainstorming templates reverse the way you frame problems to find new solutions.
• A DMAIC template lets you define, measure, analyze, improve, and control a problem.
• Mind map templates allow for brainstorming causes, effects, and solutions in a shared space.

4. Describe your ideal outcome

Now that you understand the problem, think about your ideal outcome. Whether you're solving a problem with your product or an internal process, remember to avoid scenarios where you put a Band-Aid on the issue. Even if you can avoid specific symptoms in the short term, letting a core problem go unsolved can lead to other setbacks later.

In some cases, you can describe safeguards that let a process work as intended. You can also write an alternative process that avoids the issue altogether. This ideal outcome will inform your goals and objectives in the next step.

5. Propose a solution and outline its benefits

Finally, your problem statement should include solutions to the problem. Including more than one solution gives stakeholders and your team options for deciding your approach. Note the benefits of each solution, highlighting why it stands a chance of working or how it can save on time and costs.

To ensure you arrive at the best solution, be sure to:

• Ask your team if the proposed solution matches their understanding of the problem.
• Consider more than one solution. Sometimes, you can choose between multiple options or apply more than one solution at once.
• Include long-term financial, intangible, and operational benefits the solution provides.
• Consider whether your solution has blind spots or causes changes that could lead to more issues.

Problem statement examples

Now that you know how to write problem statements, here are some examples.

Example 1: Support ticket wait times

Suppose you’re a support manager at a midsize SaaS company. Ideally, you want to respond to every support request within a few hours. However, your team can’t reach turnaround times fast enough to meet customer expectations. Start by breaking down the elements of your problem statement:

• Gap: Customers have long wait times for their support tickets to get a response.
• Orientation: This problem began in the last few months and has only worsened.
• Impact: Customers aren't happy with their quality of service, and your teams feel burnt out from trying to keep up.
• Importance: Retaining customers with support is essential for sustaining your business.

Now that we’ve laid out the details, we can format it as a problem statement:

1. Identify the problem: You have high support ticket turnaround times. Gather data by tracking how the time has lengthened in the past few months and talking to customers about inconsistencies in wait times.
2. Put it into context: Customers upset about their wait could switch to competitors. You initially assumed it was seasonal demand rising, but wait times haven’t tapered off, which could cause reputational and financial problems.
3. Find the root cause: You initially assumed demand had increased. Support tickets have remained steady, but your AI support designed to solve minor problems has had fewer tickets. This lack of AI support has your teams stretched thin.
4. Describe your ideal outcome: AI support should be able to handle more advanced queries. This way, your service teams can focus solely on tickets too advanced for AI.
5. Propose a solution: Choose between assigning devs to revamp your AI or investing in a new solution to handle tickets. You can also consider reworking support agents' workflows to focus more on direct customer contact.

Example 2: New feature development

Assume you're a project manager at a tech company. You offer a platform that tracks goals and finds inefficiencies in your programmer's workflows. Your leadership wants to release a tool that lets customers estimate the amount of money earned for each workflow issue they correct. However, you aren't sure you have the resources to implement the feature.

• Gap: You need to create a payoff calculator, but you may not have the necessary resources.
• Orientation: The problem began when you received the assignment. The more time you spend researching the new tool , the less time you have to implement it.
• Impact: Failure to get this feature off the ground will give competitors who offer this tool an advantage.
• Importance: You need this feature to stand out from competitors and for lead generation.

With this information, you can turn it into a problem statement:

1. Identify the problem: Your team doesn’t have the resources to design and implement a new feature. Start by interviewing stakeholders and employees who have worked on tools like this—they can explain the issues and solutions that go into adding this feature.
2. Put it into context: Not implementing this feature would give competitors an edge and potentially push customers interested in payoff calculators away from your product.
3. Find the root cause: Your team currently isn't tracking the necessary metrics to use in an ROI calculator. Your team also doesn't have enough experience with the kind of tool to build it from scratch.
4. Describe your ideal outcome: Your devs add the calculator to your platform. This feature draws in new customers interested in the tool and helps current ones make the switch.
5. Propose a solution: Your devs learn more about the feature’s framework and add the ability to track ROI-centric metrics. From there, you can create a project roadmap to get this feature added to the platform in a few months.

Problem statement template

Ready to start writing your own problem statement? Try our problem statement template below.

Get your team on the same page to solve problems faster

Project managers used to putting out fires can tell you how much of their job comes down to problem-solving. But before working on solutions, you need to organize your team around a clear problem statement. Find actionable, collaborative solutions by rallying everyone around a shared understanding of a problem.

Once you square away your problem statement, check out our library of over 300 templates. With FigJam, your team can plan and strategize around every step of your project. The right online whiteboard helps you exchange feedback and loop in other teams to find solutions faster.