Most tough problems (of all categories) are the result of complex interplays of multiple parts/causes + a complex misunderstanding, conflation or ignorance of those parts... all combined together.

This, however, does not make it impossible to create a narrative/model that helps drive alignment and direction for all the key stakeholders to use when making decisions about the next (many) steps. In fact it makes it essential.

Often, there might even be multiple tracks of work to address the multiple root causes in parallel.

No model is perfect, but some models can be (very) useful.

For example: I often do this for medium to large companies who are struggling with dysfunction and inefficiency in their R&D teams.

The problem is often rooted in EVERYTHING from implicit assumptions, business strategy, capital availability, org design, product strategy, roadmaps, quality of people, incentives etc etc.

Once the problem is well defined, a comprehensive, multi-track, multi-step plan (executed in iterations with adjustments along the way) is possible.

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