In the final category, problems are defined to the level of detail required to plan and execute specific improvement initiatives to solve them. These are problems for which specific measurements and objectives can be defined. They are often characterized as opportunities because of the value that will accrue to the business when they are solved. This is where the heavy lifting happens: Business processes, roles, responsibilities, and policies are defined down to the "cracks in the road" detail; manufacturing facilities are designed and built; computer hardware is purchased and installed; software applications are bought or built. This is the work of responding to competitive threats, improving operational efficiency, launching new products and services, and improving existing products and services. When these initiatives are completed with relentless discipline over weeks, months, and years, the effort adds up to real, sustained, and dramatic improvement in the company's performance.
Looking at the problem continuum from the bottom up, the goal is to be able to answer the following question:
What can we start doing today, to make our company better, at being what we claim to be, to fulfill our purpose in the world?
Problem Continuum Page 3 of 3