A problem diagnostic framework that forces a systematic investigation across seven dimensions before any attempt at a solution. The acronym unfolds as: Pattern (when and how the problem appears), Root (root causes vs. symptoms), Owner (who is affected and who has the power to change), Boundaries (where the problem begins and ends), Leverage (the point of greatest impact with least effort), Environment (external forces that influence), Metrics (how we know we have solved it).
"70% of projects fail not because of poor execution — but because of poor problem definition."
Context & Strategy
How it was born
It emerged from the repeated observation that teams and organisations try to solve the wrong problem — or more precisely, try to solve symptoms without touching the causes. The framework was initially developed in the context of innovation (product idea validation), but its most robust application is in organisational diagnosis and strategic consulting.
What it does in practice
Any consulting process or project begins with a Problem Definition Document — one page that articulates the real problem, root causes, stakeholders, boundaries and success metrics. Without this validated document, no solutions are pursued. It also serves as a teaching methodology in training programmes: learning to define problems before generating solutions.