In the previous article we explored how to craft a strong problem statement. But here's another critical question: how do you know which problems are worth solving? The answer lies in understanding the Voice of the Client (VOC).
First, many organizations think they know what their customers want. And second, even when organizations want to understand their customers, clients or end-users, they instead act on what they're directly asked for rather than what clients indirectly imply that they need.
Often, we make decisions based on internal priorities, executive opinions, or what competitors are doing. Meanwhile, clients are trying to tell us exactly what they value - if only we'd listen.
Consider this example: A high-rise property management company surveys tenants about their window cleaning service. Clients consistently prioritize "minimal disruption" - they want cleaning done during off-hours, evenings, or weekends when the building is less occupied.
The company could respond by offering premium off-hours cleaning at higher cost. But this would be solving the symptom, not the underlying need.
The real client need isn't "no disruption from window cleaning" - it's "clean windows without disruption." The Voice of the Client helps us discover the actual value statement: windows that stay clean without requiring frequent intervention.
This insight led Pilkington Glass to develop self-cleaning glass technology. Instead of optimizing the service delivery schedule, they eliminated the need for the service entirely. That's the difference between listening to what customers say they want versus understanding what they actually value.
The VoC Lesson: When clients request a specific solution ("clean during off-hours"), ask why. What's the underlying need? Often the best answer isn't an improved version of the current process - it's a completely different approach that delivers the true value clients seek.
Here's an insightful take on VOC that increased McDonald’s milkshake sales by 400%.