Innovation managers love to hate the line “Don’t bring me problems, bring me solutions.”

They’ll lecture you about root cause analysis. They’ll quote Einstein: “If I had only one hour to save the world, I would spend fifty-five minutes defining the problem, and only five minutes finding the solution.” They’ll insist that problem definition must come before solution generation.

I agree with them — mostly. You can’t cure a disease unless you diagnose its real cause. My own experience says that 80% of failed problem-solving efforts fail because the problem wasn’t properly defined. Only 20% fail because of poor execution or the wrong team.

But here’s where I part ways with the “problem-first” zealots: I refuse to replace one orthodoxy with another.

Taking sides in the “problem vs. solution” debate is like arguing whether the chicken or the egg came first. It’s the wrong question entirely.

What we actually need is a sustained problem-solving process — not a debate about which comes first.

The Real Answer: Build a System

With such a process in place, the question of what’s more important becomes irrelevant. Instead of endless philosophical arguments, you create a rhythm:

First, you constantly hunt for problems — both the ones you already know and the ones just emerging. You define them clearly, specifically, in actionable terms.

Then comes solution generation. Brainstorming. Co-creation with customers. Internal crowdsourcing. External expert networks. Whatever tool fits your context.

You select the best solutions. You implement them. You learn from what worked and what didn’t.

And here’s the crucial part: when one problem gets solved, it doesn’t create a vacuum. The next problem is already waiting — or it emerges from implementing your new solution. The cycle continues.

This isn’t about choosing eggs or chickens. It’s about building a farm that produces both, continuously.

Why a Portfolio Approach Wins

Think of it as maintaining a portfolio of problems-to-be-solved, constantly refreshed and prioritized.

This approach extracts the best from everyone on your team. Some people are gifted at spotting trends and sensing trouble before it arrives. Others excel at finding elegant fixes to messy situations. Most corporate cultures force people to choose one lane or the other.

But with a constant flow of problems and solutions moving through your system, everyone finds their sweet spot. The problem-spotters stay engaged because there’s always demand for what they see. The solution-builders stay motivated because there’s always something to fix.

More importantly, neither side gets to claim moral superiority. The system needs both. The system rewards both.

No more “bring me solutions” versus “define the problem first” turf wars. No more artificial sequencing. Just a continuous engine that converts challenges into progress.

As for managers still stuck on the old slogans, here’s my advice: try this line instead: “Bring me problems, then solutions, then problems again…”

Or if anyone can propose a shorter version of the same, I’m all ears.