You've Been Working Hard. But Are You Solving the Right Problem?

Working harder helps when the work addresses the right constraint. Before adding another strategy, establish what is stopping the business from progressing and whether solving it will create value.

Creda's summit on 16–18 October 2026 explored three connected questions: which problem to solve, whether it deserves attention and what experience surrounds the solution. This reflection turns those themes into a practical review founders can use.

1. Understand the cause before choosing a solution

Imagine sales falling and the owner immediately increasing advertising. If enquiries remain healthy but customers abandon payment or never return, the immediate issue may sit elsewhere.

This is an illustration, not a reported client outcome. Its purpose is to separate an observed symptom from an explanation that needs evidence.

Write down what changed, when it changed and which part of the customer journey is affected. Look at enquiries, conversion, repeat purchases, complaints and delivery records before deciding that more visibility is the answer.

2. Decide whether the problem deserves your resources

A real problem is not automatically the most important one to address now. Compare the likely benefit, cost, urgency and ability to act.

Choose a limited scope. For example, fixing one recurring delivery failure may be a clearer next action than replacing the entire customer-management system. State the assumption you are testing and what result would justify further work.

The aim is a decision a team can execute, rather than a long list of priorities that compete for the same time.

3. Improve the experience around the result

A product can function while the surrounding experience creates frustration. Late updates, confusing payment instructions or unclear after-sales support can weaken an otherwise useful offer.

Walk through the customer's steps from enquiry to delivery and follow-up. Record the points where the customer waits, repeats information or cannot find an answer. Assign someone to improve one specific point and check whether the change helps.

Do not claim success merely because the team completed the task. Look for evidence in the experience and outcome.

Run a one-week problem review

Choose one issue and record:

• The observed problem and supporting evidence.

• Who experiences it and how often.

• The explanation you want to test.

• One action, its owner and completion date.

• The result that would count as progress.

At the review, compare the result with the original expectation. Keep, revise or stop the action based on what you learned. This is a suggested working exercise, not a guaranteed growth formula.

Frequently asked questions

Does this mean founders should stop acting until they know everything?

No. Gather enough evidence for a sensible next test and continue learning through execution.

Must the most visible complaint be the first priority?

Not always. Assess impact, frequency, urgency and whether the proposed action addresses the underlying issue.

Where can I find Creda's programmes?

Use the Creda events page for current and archived programme information. Check each event's own dates and registration details.

Put the next decision into practice

Explore Creda's events and training for further working sessions on business and leadership. Bring a clear problem and the evidence you already have.

Editorial context

This article reflects Creda's October 2026 summit themes and provides original practical examples. The examples are not client case studies, and no participant outcome is claimed.

• Creda: programme and event archive.

Reviewed on 28 October 2026.