We complain about vendors pushing solutions we don’t need, but if we can’t articulate what problem we’re trying to solve, we’re part of the problem. Before you head to another conference or start comparing platforms, write down what you’re trying to fix. Here’s how.
A useful problem statement has four parts: situation, impact, success criteria, and constraints. Use this template:
Our current situation is: [Describe what’s happening now in specific, measurable terms]
This creates the following impact: [Explain the cost in time, money, quality, or performance]
Success would look like: [Define the measurable outcome you’re aiming for]
We’re working within these constraints: [List your budget, timeline, existing systems, or regulatory requirements]
Let’s say your onboarding process is causing problems. A weak problem statement looks like this: “Onboarding is too slow and people don’t like it.” That tells a vendor nothing useful.
A strong problem statement looks like this:
“Our current situation is: new starters take six weeks to complete onboarding, with three face-to-face sessions requiring travel to head office. This creates the following impact: we’re spending £12,000 per cohort on travel and venue costs, and new hires report feeling unproductive for their first month. Success would look like: new starters complete onboarding within three weeks and feel confident in their core responsibilities by week two, measured through manager check-ins and a brief confidence survey. We’re working within these constraints: £8,000 budget for any new tools, must integrate with our existing HR system, and we need to maintain face-to-face elements for relationship building.”
See the difference? The second version gives a vendor something to work with. They can tell you whether they can help or not. You can evaluate their response against what you’ve said you need. You’re not shopping on vibes anymore.
Before you finalise your problem statement, test it with colleagues. Do they recognise the issue? Can they add details you’ve missed? This isn’t about building consensus, it’s about making sure you’re solving a real problem.
Once you’ve written it, use it everywhere. Take it to conferences. Share it in exploratory calls. Use it to compare options during budget season. When someone tries to sell you something, hand them the problem statement and ask whether they can help. If they start reframing your problem to fit their solution, you’ll spot it immediately.
This won’t eliminate pushy sales tactics, but it does change the conversation. You become a more informed buyer. You waste less time. And when you find something that fits, you’ll know exactly why it fits, which makes the business case easier and the implementation more likely to succeed.
Write down what you’re trying to fix before you start shopping for solutions. It’s the simplest way to stop buying things that solve problems you don’t have.