Are you solving the right problem? Turning insight into action
Part 2: From objectives to outcomes
So, you’ve elicited and captured the requirements, identified the root cause or causes, and built a clear picture of the problem, which has called for the need of a project. Now the target end state of the business at the close of the project needs to be ironed out: the objective.
What is the objective?
Let’s be clear what we mean by ‘objective’ from CITI’s perspective. Projects often include a core target end state which must be reached by the close of the project, but also other peripheral aims or ‘sub-objectives’ – driven by individual stakeholder agendas or differing views of what they feel an outcome should be. At CITI, we believe that this dilution of focus creates confusion and lack of clear direction.
There should be one core objective: a clearly defined end state that all senior stakeholders are aligned on and committed to achieving by the close of the project. The peripheral targets or so called ‘sub-objectives’ should not be treated as objectives in their own right. Instead, if these elements are essential to achieving the core objective, they should be reframed as Critical Success Factors (CSFs) – conditions that must be met for the core objective to succeed. If any one of these factors do not directly impact the end target state, they should be deprioritised or omitted from consideration. We will explore CSFs further on in the blog.
Problem
statement is clearly defined
Objective
of this proposed change initiative
Outcomes
that stick!
From Problem to Objective: Finding the right direction
Once the problem statement is clearly defined, focus needs to be obtained by identifying the unified objective of this proposed change initiative – which should be one ultimate objective statement that describes the target end state of the business once the project is complete. It is crucial for the key stakeholders to fully align on this objective statement, as it ultimately explains what the business get out of the project. Ambiguity around the core objective or consideration of multiple objectives may cause key stakeholders to be split in terms of what their focus is. This is why a single clearly defined objective, which key stakeholders are aligned on, is critical. It ensures lasting buy-in throughout the change initiative and provides clear direction for the project. The Sponsor and Senior User, in particular, must be fully aligned with the objective, as they are responsible for ensuring the deliverables are integrated into the business, so that the intended impacts are realised, and those impacts ultimately generate the expected benefits and subsequent value.
At CITI, we place particular emphasis on getting this step right. We work closely alongside our partnering organisations to facilitate focussed sessions with the right stakeholders in the room, ensuring alignment from the start and keeping the conversation rooted in the right space, and not prematurely drifting into exploring solutions.
From Objective to defining Success: Defining Critical Success Factors
Once a clear shared objective has been established, the next question to focus on is:
What has to happen for us to achieve it?
This is where Critical Success Factors (CSFs) come into the conversation. These aren’t generic tasks or KPI’s – they are specific, non-negotiable conditions that must be met for the project to be viewed as having successful delivery. If even one is missed, the objective is unlikely to be achieved.
For example, if a project had an objective to implement a new customer support system to reduce response times by 50%, a CSF might be: Front-line staff must be actively involved in system design and testing to ensure usability and adoption.
CSFs help make better decisions under pressure, guide resource allocation, and help maintain focus when complexity and competing priorities arise. They also provide a shared understanding of what truly matters – helping align leadership, delivery teams, and stakeholders around the conditions for success.
This is where CITI adds real value. We work with organisations to define and validate their CSFs early – before deliver begins. This early clarity prevents divided effort, helping stakeholders, managers and teams prioritise what truly matters, and ensures execution stays tightly alighted with the objective.
From CSFs to Outcomes: Defining the right Deliverables
With the problem clearly defined, the objective established, and the CSFs in place, the next step is to shape the right deliverables. These aren’t just outputs – they must be designed to directly address the root problem and fulfil the objective. The right deliverables will bring the solution to life and move the organisation towards its desired end state with purpose and precision.
Final Thought
At CITI, we partner with organisations to ask—and answer—the hard questions, but also the right questions. From capability assessments to strategic change planning, we guide teams to define the real problem, build the right solution, and deliver outcomes that stick.
If you’re not sure whether your current projects are solving the right problem, now’s the time to take a closer look. Because no matter how good your solution is—it only works if you’re solving the right thing.
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