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Sales reportsCustomer traffic logsConversion ratesInventory levelsExpense sheetsMarketing analyticsEmployee attendance/performance records
BottlenecksCustomer confusion or complaintsInefficienciesStaff workload or morale
Surveys (e.g. Google Forms)Interviews or informal conversationsSuggestion boxesTeam meetings or retrospectives
Business goalsIndustry benchmarksSOPs (standard operating procedures)Customer expectations
Defining the Problem
To use data, observations, and stakeholder input to describe what’s happening vs. what should be happening, follow this guided process:
✅ Step-by-Step framework
1. Collect Quantitative Data (What’s Happening)
Gather measurable indicators like:
📌 Example:
“Sales have dropped 20% compared to last quarter.”
2. Document Observations (What You See)
Spend time directly observing operations, team behaviors, and customer interactions. Note:
📌 Example:
“Customers are leaving without purchasing after browsing for a few minutes.”
3. Gather Stakeholder Input (What People Say)
Ask team members, customers, and partners for feedback through:
📌 Example:
“Staff say customers often ask for help but can’t find someone on the floor.”
4. Define the Gap (What Should Be Happening)
Compare your findings against:
📌 Example:
What’s happening: “Average transaction time is 12 minutes.”
What should be happening: “Industry standard is 7 minutes.”
📊 Put It Together in a Simple Table
Table 2
Category
Current State (What’s Happening)
Desired State (What Should Be Happening)
Gap/Issue
Category
Current State (What’s Happening)
Desired State (What Should Be Happening)
Gap/Issue
Sales
20% drop in Q2
Maintain or grow 5% per quarter
Revenue loss
Customer Behavior
Customers browse but don’t buy
Higher conversion rate
Lost sales opportunities
Employee Feedback
Not enough staff to assist customers
Adequate floor support
Understaffing
Process Time
Transactions take 12 minutes
Goal is 7 minutes
Inefficiency
There are no rows in this table
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