How to interpret a business challenge

One of the most common reasons an application does not progress has little to do with the quality of the technology being presented.

More often, it is linked to how the challenge has been interpreted.

Many startups approach a challenge by searching for keywords that match their product or technology. They look for immediate signs that their solution fits.

Companies, however, think differently.

They are rarely looking for a specific technology. They are looking for a way to solve a concrete business problem.

For that reason, before responding to a challenge, it is worth spending time analysing what is really being asked.

Start with the problem, not the solution

A common mistake is to read a challenge and immediately think about how an existing product can fit.

A more effective approach is to reverse the process:

What problem is the company actually trying to solve?

Behind every challenge there is usually a broader business objective, such as:

• improving efficiency;
• reducing costs;
• increasing quality;
• mitigating risk;
• accelerating processes;
• improving operational visibility.

The better you understand these objectives, the more relevant your application is likely to be.

Distinguish symptoms from root causes

Business challenges often describe visible symptoms.

However, symptoms are not always the real problem.

A company may mention delays, lack of visibility, manual processes or operational inefficiencies.

These observations may be indicators of deeper issues related to productivity, decision-making, risk management or organisational performance.

The strongest startups are able to look beyond the surface and understand the broader context behind the challenge.

Evaluate the level of alignment

Not every challenge is the right opportunity.

Before investing time in an application, consider:

• Does our solution directly address the problem?
• Do we have experience in this type of environment?
• Can we demonstrate relevant results or use cases?
• Are we ready to support a pilot or proof of concept?

Being selective often leads to stronger applications and better outcomes.

Focus on value, not features

Companies rarely make decisions based on a list of product features.

They make decisions based on expected outcomes.

A strong application should clearly explain:

• what problem is being solved;
• how the solution addresses that problem;
• what impact the company can expect.

The clearer this connection is, the easier it becomes for decision-makers to understand the value being proposed.

The best application is not always the most detailed

An effective response is not necessarily the longest one.

It is the one that demonstrates the strongest understanding of the challenge.

Before applying, take time to understand the company’s context, objectives and constraints.

That understanding is often what separates a generic application from one that truly stands out.