A big problem might be planning a group holiday, which is significant enough for people to pay for a solution. In contrast, small problems that don't occur often won't engage users.

It's important to avoid creating a product that requires excessive consulting time from the founder, as this indicates the product isn't truly scalable. If you're solving a small, rare problem, even a billion people in the addressable market may not be inclined to pay real money for it.

You should always check if every feature of your product solves the primary problem; the truth can be painful, but it's essential for success.

Before building your product, clearly define the problem you are solving and ensure it is significant enough to warrant a solution.

If a product solves a rare problem, it may not have enough demand to sustain itself. Frequent problems, like workplace communication, are where real engagement happens.

A well-defined problem is half-solved; clearly identifying the pain or need you address helps your team focus on the right product or service.

If you know a problem exists but haven't found a solution, it may not be clear that design can solve it. Sometimes, the issue could be a business or technology problem rather than a design problem.

Many companies focus on small problems, but the most interesting innovations address fundamental human needs and behaviors.

In complex systems, small changes can lead to significant impacts, and identifying the right point of intervention is crucial for effective problem-solving.