Problem Statements

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What are Problem Statements?

Problem statements are concise descriptions of design problems. Design teams use them to define the current and ideal states, and to freely find user-centered solutions. Then, they use these statements—also called points of view (POVs)—as reference points throughout a project to measure the relevance of ideas they produce.

“If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.”

— Albert Einstein

How to Write a Problem Statement?

Well-constructed, valid and effective problem statements are vital for your design team to navigate the entire design process. Essential to design thinking, problem statements are what teams produce in the Define stage. To find the best solutions, your team must know what the exact problems are—i.e., you first need to define a problem statement.

The goal is to articulate the problem so everyone can see its dimensions and feel inspired to systematically hunt for suitable solutions. When you unite around a problem statement, your team will have a common view of how users see what they must tackle. From there, all your team will know exactly what to look for and what to avoid. Therefore, you should make your problem statements:

  1. Human-centered: Frame problem statements from insights about users and their needs.

  2. Have the right scope:

    1. Broad enough to permit creative freedom, so you don’t concentrate too narrowly on specific methods for implementing solutions or describing technical needs; but

    2. Narrow enough to be practicable, so you can eventually find specific solutions.

  3. Based on an action-oriented verb (e.g., “create” or “adapt”).

  4. Fully developed and assumption-free.

Design teams sometimes refer to a problem statement as a “point of view” (POV) because they should word problem statements from the users’ perspective and not let bias influence them. Your team will have a POV when it comes up with a narrowly focused definition of the right challenge to pursue in the next stage of the design process.

With an effective POV, your team can approach the right problem in the right way. Therefore, you’ll be able to seek the solutions your users want.

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How to Define Problem Statements through a Point of View Madlib

To define a problem statement, your team must first examine recorded observations about users. You must capture your users’ exact profile in the problem statement or POV. So, you need to synthesize research results and produce insights that form solid foundations. From these, you can discover what those specific users really require and desire—and therefore ideate effectively.

Teams typically use a POV Madlib to reframe the challenge meaningfully into an actionable problem statement. The POV madlib is a framework you use to place the user, need and insight in the best way. This is the format to follow:

[User… (descriptive)] needs [need … (verb)] because [insight… (compelling).]

Point of view Madlib, which reads as: [user] needs to [user's need] because [insight].

You articulate a POV by combining these three elements—user, need, and insight—as an actionable problem statement that will drive the rest of your design work. Find an example below.

Template of a point of view, that includes a table with the columns: User, Need and Insight.

With a valid problem statement, your team can explore the framed “why” questions with “how”-oriented ones. That’s how you proceed to find potential solutions. You’ll know you have a good problem statement if team members:

  1. Feel inspired.

  2. Have the criteria to evaluate ideas.

  3. Can use it to guide innovation efforts.

  4. Can’t find a cause or a proposed solution in it (which would otherwise get in the way of proper ideation).

When your team has a good problem statement, everyone can compare ideas, which is vital in brainstorming and other ideation sessions. It also means everyone can keep on the right track. Problem statements are powerful aids because they encourage well-channeled divergent thinking.

Rather than rush toward solutions that look impressive but aren’t effective, your team can work imaginatively to find the right ones. Once you’ve discovered what’s causing problems, you can give users the best solutions in designs they like using.

Learn More about Problem Statements

Take our course addressing problem statements.

See d.school’s illustrations of problem statements in action.

Explore Toptal’s example-rich examination of problem statements.

This piece exposes the practicalities of problem statements for startups.

Here’s a thought-provoking approach to problem statements.

Questions related to Problem Statements

How do you write a strong problem statement?

Keep in mind that a strong problem statement clearly defines an issue, why it matters, and who it affects֫—and so it’s best to be specific, focused, and actionable.

Start by identifying the problem. Don’t use vague or broad descriptions. Instead of “Users struggle with our app,” say “New users find the checkout process confusing, leading to a 40% drop-off rate.”

Next, explain why the problem matters and show its impact on users, business goals, or efficiency. Things like “If customers abandon their carts, the company loses revenue and users become frustrated.”

Then, define who experiences the problem—and remember that a strong statement focuses on a specific group, not the faceless (and useless!) “everyone.”

Finally, don’t suggest solutions too early. Keep within the “problem space.” A problem statement should guide research and brainstorming, not limit options.

Here’s an example of a good problem statement:
"Young professionals using our budgeting app struggle to track daily expenses because of a cluttered interface, leading to frustration and a 30% drop in engagement within a week."

Watch as UX Strategist and Consultant, William Hudson explains important points about brainstorming:

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What are the key elements of a problem statement?

A strong problem statement has four key elements to it:

  1. The Problem—Clearly describe what’s wrong and don’t use vague phrases. Instead of “Users dislike the app,” say “Users struggle to complete the checkout process, causing a 40% drop-off rate.”

  1. Who It Affects—Identify the specific group experiencing the problem; so, instead of saying “Everyone has trouble,” define the audience: “First-time users on our e-commerce site.”

  1. Why It Matters—Explain the impact. For instance, does it lower sales? Cause frustration? Waste time? Example: “This issue leads to lost revenue and poor user retention.”

  1. The Context—Provide background or relevant data; so, if users drop off after step three of checkout, include that detail.

Example:
"New customers on our website struggle with the checkout process because of unclear navigation, causing a 40% drop-off rate and $50,000 in lost monthly revenue."

Overall, a problem statement should be specific, measurable, and focused to guide effective solutions—and one of the keys to the enterprise is a strong sense of empathy.

Watch our video on empathy to understand more about why it’s vital in design:

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How long should a problem statement be?

A problem statement should be short and clear. “Short” is usually one to three sentences. “Clear” means it needs to explain the problem, who it affects, and why it matters without adding unnecessary details.

If it’s too long, the main point gets lost; if it’s too short, it might lack clarity or impact. A good length is 50 to 100 words, enough to define the issue without suggesting solutions. It’s best to keep a focused view of it as a tool that helps a great deal in design thinking.

Example:
"First-time users struggle with our app’s navigation, leading to a 40% drop in engagement within a week. This confusion affects customer retention and reduces conversions."

Watch as UX Strategist and Consultant, William Hudson explains important points about design thinking:

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How do I identify the real problem before writing a problem statement?

To find the real problem, you’ll want to start by observing users and listening to feedback. Then, watch how they interact with the product and ask open-ended questions about their experience.

Use the “5 Whys technique to dig deeper—a major source of help to drill down beneath apparent causes to the real deals that lurk behind. If users abandon checkout, then ask them why. If they say it’s confusing, ask what part—keep on going until you reach the root cause.

Look at data and patterns: high drop-off rates, low engagement, or repeated support tickets often point to deeper issues. And be sure to talk to customers, support teams, and stakeholders—each group will see the problem from a different angle, a point that you can leverage to get behind each pair of eyes. For instance, a business might see low sales, while users struggle with a complicated form.

Remember to stay in the problem space and explore it without jumping to solutions too early. Focus on what’s wrong, not how to fix it. It may be difficult to resist the urge, but keep your eyes on—or “peeled” for—a real problem that affects users, business goals, or both. Research, ask questions, and analyze data before writing a clear and focused problem statement. When you get the full picture in sharp relief, you’ll feel relieved that you held on until you found the true cause of the real problem rather than chasing a shadow into a dark zone where you might end up building the wrong thing.

Watch as UX Pioneer Don Norman explains important points about the 5 Whys method:

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How do I validate a problem statement with users or stakeholders?

To validate a problem statement, talk to users and stakeholders to confirm if the issue is real and important. Start by asking open-ended questions—and let users describe their challenges in their own words. If their feedback matches your statement, you’re on the right track.

Use surveys, interviews, or usability tests to get the insights you want. Look for patterns in complaints or struggles; if multiple users mention the same issue, it likely needs attention.

Share the problem statement with stakeholders—team members, managers, or clients—and ask if it aligns with business goals and real user needs.

Check data to support your findings. High drop-off rates, low engagement, or repeated support tickets often confirm a problem and data-driven design is the sort of design that, via the power of such foundations as quantitative research, will act as the fulcrum over which you can lever your eventual design solution to the best possible effect and turn on your users—and so, minimize the risk of their turning on your brand after they dislike design missteps you might make otherwise.

In a similar vein, stay away from confirmation bias—don’t lead users toward agreeing; let them respond in earnest, and it will help to let their feedback shape the statement.

Watch as UX Strategist and Consultant William Hudson explains why Data-Driven Design works—and can work well for you:

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Can a problem statement help in competitive analysis?

Yes, a problem statement helps in competitive analysis by showing where competitors fail and where opportunities exist. It defines what users struggle with and helps compare how competitors handle the same issue.

Start by analyzing competitors’ products, and then go on and look at reviews, complaints, and user feedback to see if they face similar problems. For instance, if users mention slow checkout on a competitor’s site, compare it to your own process.

Use the problem statement to find gaps in the market—you might be surprised at what turns up. If competitors offer complex solutions, simplify yours; if they lack key features, consider adding them. The possibilities may not be endless, but there can be a good number of ones you can “milk” to great effect.

Another thing is that a clear problem statement also helps position your product—and that’s because it guides decisions on pricing, messaging, and features to stand out. Above all, a problem statement is rather like a compass—in that it gives you direction on how to solve real-world user problems better. Think of it like sailing in a regatta where competitors are the other “vessels.” Although they might have a good idea of the general direction and what they need to do to get there—and win!—they might lack the “compass” of a problem statement. And that means that if you can use a problem statement (or POV) to guide you—and not just follow their path (i.e. trends) and copy what they’re doing—you can end up “winning the race,” or, that is, solving real users problems best.

Watch as UX Designer and Author of Build Better Products and UX for Lean Startups, Laura Klein explains important points about competitive research:

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What are some highly cited scientific articles about problem statements?

  1. Ellis, T. J., & Levy, Y. (2008). Framework of Problem-Based Research: A Guide for Novice Researchers on the Development of a Research-Worthy Problem. Informing Science: The International Journal of an Emerging Transdiscipline, 11, 17–33.

This paper provides a comprehensive framework to assist novice researchers in developing research-worthy problem statements. It emphasizes the centrality of a well-structured problem statement in guiding quality research and offers practical guidelines for its formulation.

  1. Annamalai, N., Kamaruddin, S., & Azid, I. A. (2013). Importance of Problem Statement in Solving Industry Problems. Applied Mechanics and Materials, 421, 857–863.

This study discusses the role of problem statements in industrial problem-solving contexts. It highlights how a well-defined problem statement—encompassing scope, structure, and purpose—is crucial for effective analysis and the development of solution strategies in industrial environments.

What are some popular and respected books about problem statements?

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Literature on Problem Statements

Here’s the entire UX literature on Problem Statements by the Interaction Design Foundation, collated in one place:

Learn more about Problem Statements

Take a deep dive into Problem Statements with our course Design Thinking: The Ultimate Guide .

Some of the world’s leading brands, such as Apple, Google, Samsung, and General Electric, have rapidly adopted the design thinking approach, and design thinking is being taught at leading universities around the world, including Stanford d.school, Harvard, and MIT. What is design thinking, and why is it so popular and effective?

Design Thinking is not exclusive to designers—all great innovators in literature, art, music, science, engineering and business have practiced it. So, why call it Design Thinking? Well, that’s because design work processes help us systematically extract, teach, learn and apply human-centered techniques to solve problems in a creative and innovative way—in our designs, businesses, countries and lives. And that’s what makes it so special.

The overall goal of this design thinking course is to help you design better products, services, processes, strategies, spaces, architecture, and experiences. Design thinking helps you and your team develop practical and innovative solutions for your problems. It is a human-focused, prototype-driven, innovative design process. Through this course, you will develop a solid understanding of the fundamental phases and methods in design thinking, and you will learn how to implement your newfound knowledge in your professional work life. We will give you lots of examples; we will go into case studies, videos, and other useful material, all of which will help you dive further into design thinking. In fact, this course also includes exclusive video content that we've produced in partnership with design leaders like Alan Dix, William Hudson and Frank Spillers!

This course contains a series of practical exercises that build on one another to create a complete design thinking project. The exercises are optional, but you’ll get invaluable hands-on experience with the methods you encounter in this course if you complete them, because they will teach you to take your first steps as a design thinking practitioner. What’s equally important is you can use your work as a case study for your portfolio to showcase your abilities to future employers! A portfolio is essential if you want to step into or move ahead in a career in the world of human-centered design.

Design thinking methods and strategies belong at every level of the design process. However, design thinking is not an exclusive property of designers—all great innovators in literature, art, music, science, engineering, and business have practiced it. What’s special about design thinking is that designers and designers’ work processes can help us systematically extract, teach, learn, and apply these human-centered techniques in solving problems in a creative and innovative way—in our designs, in our businesses, in our countries, and in our lives.

That means that design thinking is not only for designers but also for creative employees, freelancers, and business leaders. It’s for anyone who seeks to infuse an approach to innovation that is powerful, effective and broadly accessible, one that can be integrated into every level of an organization, product, or service so as to drive new alternatives for businesses and society.

You earn a verifiable and industry-trusted Course Certificate once you complete the course. You can highlight them on your resume, CV, LinkedIn profile or your website.

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