Dr. Christoph Knitter is the founder of the impact-focused management consultancy, Knitter & Associates.
The ability to solve complex problems effectively has become a defining factor for success. Yet, despite the abundance of tools and methodologies available, I’ve noticed organizations often struggle to deal with challenges in a structured and sustainable manner.
Too often, problem-solving is approached reactively: Rushed decisions are made based on symptoms rather than root causes, stakeholders are misaligned and execution lacks the rigor needed for long-term impact. This is why I advocate for a structured and impact-driven problem-solving approach—one that ensures clarity, alignment and measurable results.
Over the years, I have observed that the solution to any problem is embedded within the problem itself. To make this tangible, I’ve developed a seven-step problem-solving process, using the word “PROBLEM” as a guide. Each letter represents a fundamental step that organizations and leaders can take to transform challenges into opportunities.
A Structured Approach To Problem-Solving
At its core, problem-solving is about understanding the challenge, designing a solution and ensuring its effective execution. Each step in the problem-solving framework is designed to bring clarity to the process and create a pathway for sustainable success.
P: Put yourself in your stakeholders’ shoes.
Every problem involves people. Whether it’s a business challenge, a market shift or an operational inefficiency, the first step is always to understand the stakeholders affected by the issue.
For example, when advising a board member on a strategic turnaround, I focused not only on the technical solution but also on the political challenges she faced with the supervisory board. By putting myself in her shoes, I was able to design a plan that delivered results while carefully managing internal expectations and preserving long-term strategic options.
Consider:
• What are the underlying needs and expectations of those impacted?
• What would an ideal outcome look like from their perspective?
When you begin with empathy and deep listening, you can better avoid assumptions and build solutions that are rooted in real needs rather than abstract theories.
R: Review the problem.
Problems are often deeper than they appear. Many organizations treat symptoms rather than addressing the root causes of a challenge.
For instance, in one project, a client wanted to tackle high employee turnover by launching a new engagement platform. However, a thorough review revealed that the root cause was not a lack of engagement tools but a misalignment between leadership behavior and company values. Simply providing more tools would have treated the symptom, not the underlying cultural issues.
Ask these questions:
• What is the core issue at hand, and what visible or hidden factors are influencing it?
• How can you distinguish between symptoms and root causes?
A rigorous review of the problem helps you ensure that decisions are based on facts rather than assumptions, laying the foundation for strategic action.
O: Own the problem.
True problem-solving requires ownership. I’ve found one of the biggest reasons challenges persist is a lack of clear accountability. Many teams analyze problems but fail to act, leading to stagnation.
Make sure to clarify:
• Who is responsible for driving this challenge to resolution?
• How do you ensure commitment and accountability throughout the process?
Taking ownership means treating a problem not as an external issue, but as a challenge you are personally responsible for overcoming. For example, during a complex post-merger integration, we embedded ourselves in the client’s leadership team, took direct responsibility for critical workstreams and proactively solved issues before they escalated. Acting as true co-owners built the trust and momentum needed to deliver results under intense time pressure.
B: Build the solution.
A problem well understood is halfway solved. Once the root causes are clear, the next step is to develop solutions that are tailored to the specific constraints, needs and goals of the situation.
Consider:
• What potential solutions align with both your short-term and long-term objectives?
• What risks and trade-offs need to be considered?
This step requires a structured yet creative approach—balancing analytical rigor with forward-thinking innovation.
L: Lead the stakeholder alignment.
Even the best solution can fail without alignment. One of the most underestimated aspects of problem-solving is bringing stakeholders on board. Resistance to change, competing interests and misalignment can derail even the best strategies.
To encourage collaboration and alignment, clarify:
• Who are the key stakeholders, and what are their perspectives?
• What communication and engagement strategies will drive buy-in and commitment?
In my experience, effective communication and engagement approaches include early involvement of key stakeholders, visual storytelling to simplify complex ideas and regular feedback loops where input is visibly incorporated. Building trust and momentum early often makes the decisive difference between success and failure.
E: Execute the solution.
Ideas alone do not create impact—execution does. Many organizations struggle with moving from strategy to implementation. Without disciplined execution, even the best ideas remain theoretical.
Ask yourself:
• What concrete actions are required to bring the solution to life?
• How do you ensure the implementation is efficient, sustainable and scalable?
M: Measure the impact.
What gets measured, gets improved. No problem-solving process is complete without tracking its impact and learning from the results.
Evaluate:
• How do you track progress and evaluate the success of your solution?
• What key performance indicators (KPIs) will define success?
Some KPIs we frequently rely on include impact KPIs (e.g., revenue growth, cost savings, NPS improvement), process KPIs (e.g., project milestones achieved, activity progress) and behavioral KPIs (e.g., corporate culture score).
Once you’ve established clear metrics and created a feedback loop, continuously learn and refine your problem-solving capabilities.
Why This Approach Works
This framework is not about adding complexity—it is about bringing clarity, structure and discipline to problem-solving. In an era where uncertainty is the norm, I think those who can manage challenges with rigor and adaptability will emerge as the true leaders of tomorrow.
The next time you are faced with a challenge, remember: The solution is hidden within the P-R-O-B-L-E-M itself. You just need the right approach to unlock it.
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