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I’ve walked into boardrooms the place the power is excessive, the budgets are permitted and the ambition is obvious. Everyone seems to be speaking about AI. Only a few can reply the one query that truly issues.
Not “What can we construct with AI?”
Not “How will we sustain with opponents?”
However this: What drawback are we truly making an attempt to resolve, and for whom?
The query sounds easy. It isn’t.
It forces precision in environments that reward momentum. It shifts the dialog from pleasure to accountability. And it rapidly exposes whether or not you might be constructing one thing significant—or just reacting to noise.
Why readability breaks down inside organizations
Within the absence of a transparent sign or validation, the thoughts fills within the gaps. Groups persuade themselves they’re proper earlier than something has been confirmed. Leaders greenlight course earlier than the issue has been totally outlined.
That’s the place costly errors start.
Understanding the issue clearly — and confirming that the proposed resolution truly resolves it in a measurable method — is what separates progress from exercise. With out it, even well-funded initiatives drift into complexity that appears like progress however delivers little worth.
I discovered this early in my management profession, working with extremely succesful engineering groups. We constructed highly effective capabilities, however not every thing we constructed created worth. In some circumstances, we shipped options prospects by no means requested for and barely used. The end result wasn’t failure in execution — it was misalignment in definition.
When scope creep hides the actual drawback
I see this sample repeatedly. An organization identifies an actual, tangible drawback. Then execution begins — and focus begins to blur.
For instance, I labored with organizations making an attempt to enhance monetary reporting. The issue was easy: it took two months to provide a P&L that ought to have taken one week. Clear drawback. Clear alternative. However as an alternative of fixing it straight, groups expanded the scope. Dashboards have been added. Visualizations multiplied. New options appeared that nobody requested. In the meantime, the accounting staff nonetheless simply wanted one factor: correct knowledge, delivered quicker.
The end result was predictable — extra complexity, extra effort, and fewer affect. That’s what occurs when the unique query is now not anchoring the work.
When one query redirected a $1.5 billion technique
I labored with a big non-public firm the place the chairman, CEO and head of expertise have been aligned on a daring imaginative and prescient: AI-driven product suggestions. The ambition was to create a extra personalised, Amazon-like expertise — and probably flip it right into a standalone product providing.
On paper, it was compelling. However after we slowed down and requested a primary query — what drawback are you truly fixing, for whom and why — the cracks appeared rapidly. Every chief had a distinct interpretation of the issue. Not one of the assumptions had been validated with the groups who would use the system or the shoppers who would profit from it.
So that they paused. They ran structured workshops, interviewed inside groups and examined assumptions straight with customers. Inside weeks, alignment improved. Inside a month, the technique modified totally.
They walked away from a multi-million-dollar course that might have scaled into tens of hundreds of thousands in funding — and as an alternative centered on a narrower set of use circumstances that truly improved buyer expertise and operational effectivity. The affect didn’t come from constructing extra. It got here from defining much less.
When AI turns into an alternative choice to considering
One other warning signal seems when leaders begin reacting to headlines as an alternative of their very own enterprise realities.
“We have to do AI as a result of everybody else is doing it.” That sentence alone is usually the place technique stops being technique.
I’ve seen organizations reallocate sources, launch initiatives and sundown priorities based mostly not on buyer want, however on exterior narrative stress. That’s how drift begins. Not by means of unhealthy intent, however by means of borrowed urgency.
The issue is easy: opponents don’t share your context. What works for them could not apply to your prospects, your knowledge, or your constraints. Typically essentially the most strategic transfer is to decelerate lengthy sufficient to regain readability.
A sensible option to reset focus this week
You don’t want a full transformation to repair this. You want higher framing.
Begin with one initiative your staff is actively engaged on and power readability round the issue. Write it in a single sentence. If it may’t be made particular and measurable, the work downstream will mirror that ambiguity.
Subsequent, outline who particularly advantages from fixing it. Clients, staff, or inside groups—if the “who” is obscure, the worth shall be too.
Then outline what success appears to be like like in measurable phrases. What adjustments if the issue is solved? What turns into quicker, cheaper or simpler? In case you can’t reply that, you’re not able to construct but.
Earlier than execution begins, validate the idea straight with the individuals affected. Perceive how they resolve the issue at the moment, the place the friction truly is and what enchancment would genuinely matter. A handful of actual conversations right here will outperform weeks of inside debate.
And as you progress into execution, resist the pure tendency to develop scope. Most initiatives fail not as a result of they’re too small, however as a result of they attempt to develop into too full earlier than fixing something actual.
The hidden entice of AI-washing
We’re in a second the place practically each product, roadmap, and pitch contains AI.
However the presence of AI doesn’t assure the presence of worth.
Many organizations fall into what may very well be known as AI-washing—rebranding initiatives in AI language with out making certain the underlying drawback is actual or significant to customers.
A easy take a look at cuts by means of it:
In case you eliminated the phrase “AI” from this initiative, would it not nonetheless matter? Wouldn’t it nonetheless resolve an actual drawback for an actual individual? Wouldn’t it nonetheless get funded?
If the reply is not any, the technique isn’t prepared.
Why this query issues greater than ever
“Transfer quick and break issues” labored when the price of failure was low. That period is over.
Right now, the winners aren’t the quickest builders. They’re the clearest thinkers.
As a result of when the issue is well-defined, the viewers is restricted, and the result is measurable, execution turns into considerably simpler—and way more useful.
All the things begins with one query:
What drawback are we truly making an attempt to resolve, and for whom?
I’ve walked into boardrooms the place the power is excessive, the budgets are permitted and the ambition is obvious. Everyone seems to be speaking about AI. Only a few can reply the one query that truly issues.
Not “What can we construct with AI?”
Not “How will we sustain with opponents?”
However this: What drawback are we truly making an attempt to resolve, and for whom?
The query sounds easy. It isn’t.
