The importance of a problem is often determined by whether you have a viable approach to tackle it, not just its potential consequences.

Problems are just opportunities in work clothes; the best companies are effective problem-solving machines.

When defining your value proposition, consider problems that are unworkable, unavoidable, urgent, and underserved to ensure you're addressing real needs.

I need to be aware of the difference between solving a small problem and a big problem. Small and rare problems rarely work out, even if the product is beautiful.

Good problems are those that are frequent, mandatory, and have a large number of people affected, as these characteristics increase the likelihood of a startup's success.

A good problem to solve is one that is acute and significant enough that people care about it, like the need for corporate credit cards for startups, which was previously unmet.

Identifying extreme value involves understanding the most important problems your customers face.

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.

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.