The Power Of 'Why?'

Sometimes it is ‘obvious’ what our problem is and so the answer is obvious too. This may very well be the case, but just in case it is not or perhaps to uncover a better solution we might need to uncover the real reason for something going wrong.

Problems and issues also tend to be multi layered and we have to scratch below the surface to work out what is really happening. Be careful when using it as continuously asking someone else ‘Why?’ may make them defensive.

Imagine the simple scenario ‘sales are falling’. One possible assumption might be that our sales people are no good at their job so we might replace them or retrain them. First, let us ask ‘Why?’

Q. Why are sales falling?
A. Because customers don’t like our products

Q. Why don’t they like our products?
A. Because they are outdated, not as cool as this year’s model

Q. Why are our products outdated?
A. Because we have not developed any new ones for 5 years

Q. Why have we not done this before?
A. Because the boss has not allowed us

Q. Why has the boss behaved in this way?
A. Because they have no spare time to spend

In this simple example our initial assumption of having a poor sales force is incorrect, the underlying issue is that the boss (possibly you!) has no time either because of high workload or poor time management. We can also see that the issue has multiple layers and unless the issues at lower layers are resolved then our initial problem is unlikely to be properly resolved.

You could thus use this for:

• Identifying the need for a new product or service
• Determining why your competitors are more attractive to customers
• Asking why your costs are higher than they should be

… and many more.

Challenging Assumptions - Digging Deeper

Most people reading this will know of the freezing weather that gripped the UK over the Christmas and New Year periods together with the associated problems. Although there was some panic buying of food in the shops, by and large we survived unscathed. Did this mean that when the road conditions were appalling, my local supermarket was making superhuman efforts to deliver my Cornflakes?

Towards the end of the freeze I went to a local supermarket and was wandering up and down the aisles when I overheard a conversation between two of the department managers. The first was obviously toeing the company line and said something like "the shelves have been full, the supply chain has been doing a great job". Nice, I thought, he recognises the contribution of drivers and warehouse staff in difficult circumstances. The second manager said "there were less people going to the supermarket because of the bad weather".

It did not matter to me, since I was getting what I wanted, but it highlights a valid point. Accepting observations about full shelves without looking at all the facts meant that I was making a number of assumptions. If I was the supermarket manager I could be patting myself on the back believing that the arrangements I had put in place worked well. Next time there was a big freeze I could do exactly the same. But what if the local council gets better at clearing roads, or everybody buys four wheel drive cars? More people will arrive at the supermarkets and the food may disappear.

Do you think that this is what happened to many of our businesses between 18 months and two years ago? There is no need to become highly cynical, but learning to question the status quo and challenge assumptions is an essential component of an innovation system.