On the surface, problem-solving seems mechanical.
You identify the problem, analyse the root cause (or causes), fix it—and the problem should be gone.
In practice, however, problem solving is an art. A problem is not passive; think of it as an enemy with its own agenda of survival. It exists for a reason. Problems rarely arise in isolation—they are symptoms of deeper, complex conditions. They persist because the environment around them enables their existence.
Take a few examples: being overweight, a toxic organisational culture, or resistance to change. Each persists not because we lack awareness, but because there are supporting conditions that keep the problem alive. Simply finding the root cause and “fixing” it is rarely enough.
That is why problem-solving in organisations is more like waging a war. You need a strategy and a game plan. Sometimes the best path forward is to secure small wins—boosting confidence by addressing symptoms first before tackling the core. At other times, it may mean striking at the very pillars that hold the problem in place, even if that requires patience, deception, or unconventional tactics.
The point is this: organisational problem-solving demands long-term thinking, a clear plan, and disciplined execution. As executives, we must not only understand the strategy but also own it—because only then can we dismantle the problems we are truly battling with.
