How to Identify the Best Design Problems
One of the core principles of UX is to solve existing problems, or problems that people are already struggling with. While this might not be as glamorous as inventing a brand new thing it is more practical: it makes identifying problems easier and people are much more receptive to your design. If you’re solving a known problem you don’t have to convince anybody that your design is valuable…they already know exactly why they want to use it.

Unfortunately, there are far more problems than there are designers to solve them. So how do you know you’re solving a problem that’s worth solving? How do you know that the problem you’re trying to solve is a real pain point that people will pay money for? How can you be sure that you’re prioritizing problems such that the one you’re focused on is the most important one?

Here is a simple framework that does just that:

1. Are People Frustrated?
If you ask people what their problems are, you’re likely to get a laundry list of issues as an answer. Saying we have a problem is easy, but the real problems are the ones we get emotional about. Frustration is the first clue that people have a real problem on their hands. They might not know how to articulate the problem they have but if they are frustrated then a problem exists somewhere. Frustration comes in several forms:

• They complain about it. (our favorite way to express frustration) 
• They reluctantly accept something as “the way it is”
• It’s on a list of things to do
• They’re asking others for opinions & recommendations

If people aren’t frustrated, it means the issue at hand is not a real problem yet or they don’t recognize it’s a problem. Don’t try to convince people they have a problem…look for existing frustration instead of creating it anew.

Sometimes people are frustrated and don’t know exactly why. If people could articulate the root problem they might have solved it by now. So do user research by interviewing them, employing the Five W’s technique, or otherwise finding out what the real problem is. Once you know the real problem, often the solution presents itself. 

2. Are People Actively Trying to Solve It? 
Frustration is a major clue that a problem is important, but people get frustrated by a lot of things, some of which they’ll never do anything about. And, amazingly, some things stay problems forever! So try to wait until people take action against their problem in some way. This means they’ve prioritized the problem to one they really care about and are ready to take on.

Look for behavior that shows people are taking action. Are they cobbling together a solution from existing parts? Have they started a project with the express intent of taking on this problem? Are they amassing a library of information about this problem? Are they trialing software that is focused on this problem area?

People pay lots of lip service to problems they’re having but we have many more problems than time to solve them. So look for action, however small, to guide your design efforts.

3. Are People Already Spending Money?
Taking action is a necessary step, but it isn’t the best signal that we’re onto a great problem. People spending money is the strongest signal we have that they value the problem and would value a design that solved it for them.  

Here are some ways that people might spend money:

• Purchased software - If they have purchased existing software then it’s a good sign this is a real problem to them. Note that this doesn’t mean they are happy…if they’re frustrated with existing software that they paid for then you can be further sure it’s a core problem. 
• 
  Hired consultants - they don’t know how to solve the problem…they want to get another brain on the job. When I was consulting this was key…many people were trying to solve a problem for so long that they couldn’t think objectively about it. What they needed was someone familiar with the problem space who didn’t have their head in the weeds. Being close to a problem for too long can actually make it much harder to solve! 
• 
  Building it themselves - this means that existing tools are yet good enough to solve the problem yet its worth the investment to get it solved. Building yourself is a crucial indicator that you’ve prioritized this problem to the top of your list.

Prioritizing the Most Important Problems: 
Prioritization is a core competency of UX designers. We have to prioritize the people we design for, the features we choose to build, the elements on a page, as well as the overall problems we choose to solve. But choosing problems isn’t always easy…people have no end to the improvements they want made in their lives. This simple framework helps you prioritize problems based on people’s actual behavior, not just what they say or think. By focusing on whether people are frustrated, already taking action, or most importantly already spending money, UX designers can be sure they’re tackling the most important problems for their clients and customers.

Less Mass. The leaner you are, the easier it is to change.
The more massive an object, the more energy is required to change its direction. It’s as true in the business world as it is in the physical world.

When it comes to web technology, change must be easy and cheap. If you can’t change on the fly, you’ll lose ground to someone who can. That’s why you need to shoot for less mass.

Mass is increased by…

• Long term contracts
• Excess staff
• Permanent decisions
• Meetings about other meetings
• Thick process
• Inventory (physical or mental)
• Hardware, software, technology lock-ins
• Proprietary data formats
• The past ruling the future
• Long-term roadmaps
• Office politics

Mass is reduced by…

• Just-in-time thinking
• Multi-tasking team members
• Embracing constraints, not trying to lift them
• Less software, less code
• Less features
• Small team size
• Simplicity
• Pared-down interfaces
• Open-source products
• Open data formats
• An open culture that makes it easy to admit mistakes

Less mass lets you change direction quickly. You can react and evolve. You can focus on the good ideas and drop the bad ones. You can listen and respond to your customers. You can integrate new technologies now instead of later. Instead of an aircraft carrier, you steer a cigarette boat. Revel in that fact.

For example, let’s imagine a lean, less mass company that has built a product with less software and less features. On the other side is a more mass company that’s got a product with significantly more software and more features. Then let’s say a new technology like Ajax or a new concept like tagging comes around. Who is going to be able to adapt their product quicker? The team with more software and more features and a 12-month roadmap or the team with less software and less features and a more organic “let’s focus on what we need to focus on right now” process?

Obviously the less-mass company is in a better position to adjust to the real demands of the marketplace. The more-mass company will likely still be discussing changes or pushing them through its bureaucratic process long after the less-mass company has made the switch. The less mass company will be two steps ahead while the more mass company is still figuring out how to walk.

Nimble, agile, less-mass businesses can quickly change their entire business model, product, feature set, and marketing message. They can make mistakes and fix them quickly. They can change their priorities, product mix, and focus. And, most importantly, they can change their minds.

It shouldn’t be a Chore. Your passion—or lack of—will shine through.
The less your app is a chore to build, the better it will be. Keep it small and managable so you can actually enjoy the process.

If your app doesn’t excite you, something’s wrong. If you’re only working on it in order to cash out, it will show. Likewise, if you feel passionately about your app, it will come through in the final product. People can read between the lines.

Getting Real: Have an Enemy. Pick a fight.
Sometimes the best way to know what your app should be is to know what it shouldn’t be. Figure out your app’s enemy and you’ll shine a light on where you need to go.

When we decided to create project management software, we knew Microsoft Project was the gorilla in the room. Instead of fearing the gorilla, we used it as a motivator. We decided Basecamp would be something completely different, the anti-Project.

We realized project management isn’t about charts, graphs, reports and statistics — it’s about communication. It also isn’t about a project manager sitting up high and broadcasting a project plan. It’s about everyone taking responsibility together to make the project work.

Our enemy was the Project Management Dictators and the tools they used to crack the whip. We wanted to democratize project management — make it something everyone was a part of (including the client). Projects turn out better when everyone takes collective ownership of the process.

When it came to Writeboard, we knew there were competitors out there with lots of whizbang features. So we decided to emphasize a “no fuss” angle instead. We created an app that let people share and collaborate on ideas simply, without bogging them down with non-essential features. If it wasn’t essential, we left it out. And in just three months after launch, over 100,000 Writeboards have been created.

When we started on Backpack our enemy was structure and rigid rules. People should be able to organize their information their own way — not based on a series of preformatted screens or a plethora of required form fields.

One bonus you get from having an enemy is a very clear marketing message. People are stoked by conflict. And they also understand a product by comparing it to others. With a chosen enemy, you’re feeding people a story they want to hear. Not only will they understand your product better and faster, they’ll take sides. And that’s a sure-fire way to get attention and ignite passion.

Now with all that said, it’s also important to not get too obsessed with the competition. Overanalyze other products and you’ll start to limit the way you think. Take a look and then move on to your own vision and your own ideas.