A clinical, no-BS guide from a problem to the customer’s wallet. Every block in this diagram has a purpose; each step builds on the last. None of it’s negotiable if you’re serious about making an impact with your product.
First things first, the context.
That box at the top? It’s Context. Context is the invisible line connecting a problem to a customer, shaping everything. It determines whether a solution is relevant or useless and whether a product thrives or fades into obscurity. Context is the environment, the market conditions, and the cultural backdrop. It gives meaning to a product, amplifies trends, and dictates value.
But hold on; context isn’t just something we observe; we witness, awaiting something to happen. We can influence context, and we do. New ideas, technologies, and trends don’t just adapt to context; they can actively reshape it. When a groundbreaking innovation or trend hits, it doesn’t just respond to existing conditions; it shifts them, creating a new reality. Understanding context isn’t passive; it’s about seeing where you can make an impact, where your product can change the game, and where it can build relevance in ways the market hasn’t anticipated. Ignore it, and you’re lost before you begin. Shape it, and you’re leading the way.
Next, the Problem.
No problem? No business. It’s that simple. Identify the pain, understand it, and recognise it within the context. Validate the problem constantly and as early as possible. Don’t make sh*t up; it’ll bite you. If your future customers can recognise and articulate the problem just like you do, you’re golden. Talk to them, listen, and keep them close.
The Solution.
Easy: see a problem, fix the problem. Easy to say, easy to write, not so easy to produce. This is supposed to be the experimentation space, the fun, geeking out, trying things... But the reality is that your solution must connect directly to your identified problem and be explainable. No matter how complex the problem or the solution, you should be able to communicate it. Here’s the thing: your customers must recognise your solution as well, even before you have a product. Validate the solution as soon as possible [at the concept level].
The Product.
A product can be anything—a toy, an app, or a candidate for office. I’m a big fan of product principles; they make life easier by connecting value to needs and wants wrapped in a differentiated brand. But let’s stay focused. Your product isn’t just a list of features; it’s a vessel, a vehicle for delivering the value you’ve built. Done right, it’ll make lives better, more interesting, and less boring.
But a successful product? It’s got to be differentiated and relevant. This balance must be sustainable, or you’ve got nothing to build on. Get it right, and your moat gets deeper. You don’t just have a product—you have a defensible position in the market.
Beware of the Trap.
Starting with new technologies, discoveries, or trends is tempting. Shiny new tech makes you want to ask, “What can we do with this?” But without a defined problem, you’re gambling. The solution might impress, but if there’s no real problem behind it, the value is misunderstood, and the benefit is fuzzy. Users don’t see the value, and adoption falls flat. Tech-driven solutions without purpose? Cool for a moment, forgotten just as fast.
Trends are like waves; they roll in from every direction—cultural, ideological, and technological. Some stick around, others crash and vanish. Smart companies harness trends to create benefits that resonate. Trends can reshape needs and spark new habits, but they’re just tools, not foundations.
The Features.
The combination of useful and interesting features can make your product unique. But features alone don’t sell. This is where your USP — your hook— comes in, the reason someone picks you over anyone else. Can’t define it? You’re not in the product business; you’re in the commodity business.
The Value.
This is why users care—the core of why your product matters. Value fills a Need, a gap in the user’s life. Miss this connection, and your product becomes irrelevant
The Benefit.
This is where value turns into payoff—the “what’s in it for me?” for the user. Here’s the thing: the connection between value and benefit is critical. Both need to be recognised and appreciated, together and individually. This balance? It’s highly dependent on Context. The environment shapes how value is perceived and how benefits are felt. If users don’t see this clearly, your product’s impact is diluted. Plain and simple.
Customer category/Market.
Customer Category. Your big-picture market segment—the tribe that’s going to pay for what you’re offering. Every block along the way funnels down to knowing exactly who you’re serving and why they need you.
And let’s not forget the Market. Needs, wants, trends, political shifts, everyday life—all pulling the market forward. Time shapes context, pulling demand and supply into the future, one day at a time. Recognising the dynamic, ever-changing nature of the market is essential. It can make your product relevant or irrelevant overnight.
This isn’t a suggestion—it’s a blueprint for anyone serious about turning insight, creativity and technology into revenue. The product is the vehicle fueled by the creativity and resources your organisation invests. And the precious cargo? That’s the value you deliver. Nail the balance of differentiation and relevance, make it sustainable, and build a business moat that only gets stronger.
So why am I writing this?
For the last 18 months, I’ve been working on a concept with two manifestations, which I call Paradigm.
1. Paradigm Stage One: A collaboration tool built for the cloud that strips down digital product creation chaos. Think of it as your blueprint meets the command centre. It’s currently in the funding stage, and the pitch is open.
2. Paradigm Foundations: An educational program to get organisations laser-focused on what they’re building, align their product with market demand, and wrap it all in a brand people care about—four workshops over four days.
