I don't know about you… but every time I run a discovery, I feel like I'm rediscovering it myself.
It's never a mechanical exercise.
It's not "asking questions" like ticking boxes.
It's a path that gradually brings a problem into the light, piece by piece.
And the more I do it, the more I realize: discovery is not about creating an opening for my pitch.
It's about giving the client — or the prospect — the certainty that they have everything they need to make an informed decision.
Over time, I've found a useful compass:
- on one side, the real gravity of the problem (is it serious, urgent, recurring, neglected, durable…?)
- on the other side, the buying dynamics (who decides, how, based on which criteria, with what vision and proof?).
Combining those two axes gives a 13-dimension framework I like to use — not to stay at the surface, but to help my counterpart truly see clearly.
🌐 The 8 dimensions of the problem (gravity and depth)
1. Critical – Is it vital or secondary?
- Why is this important today?
- How does it compare to your other priorities?
- What would make it impossible to ignore?
2. Conscious – Is it recognized or still under the radar?
- How long have you been aware of this problem?
- To what extent is it being discussed in your organization?
- Who are you talking about it with today?
3. Urgent – Does it require immediate action?
- Why has this become a priority today?
- What happens if nothing changes in the next few months?
- What's speeding up the need to address it?
4. Recurrent – Is it one-off or repetitive?
- Is this a one-time issue or something that keeps coming back?
- Have you tried addressing it before?
- Is this something you've encountered in the past?
5. Durable – Will it persist over time?
- Do you believe this problem will continue if nothing is done?
- Are you looking for a quick fix or a lasting change?
- How would you know the solution is holding up over time?
6. Neglected – Why hasn't it been addressed yet?
- What has kept this from being tackled until now?
- Which other priorities came first?
- Why do you think it's been put aside?
7. Broken – What's no longer working?
- What isn't working in the current approach?
- What shows that previous solutions have reached their limits?
- What practices have been abandoned due to lack of results?
8. Mandatory – Is there an external constraint?
- Are there rules or obligations forcing you to act on this?
- Are there external expectations shaping how you deal with it?
- What consequences would come from not solving it?
🏛️ The 5 dimensions of buying dynamics
9. Vision / Future goals
- What results are you aiming for?
- What would change if you achieved them?
- How would you know you've succeeded?
10. Stakeholders / Decision-makers
- Who else is affected by this issue?
- Who will be involved in the decision?
- Who could block or accelerate the process?
11. Decision process / Criteria
- How do you usually make this kind of decision?
- What steps are typically involved?
- What criteria matter most to you?
12. Budget / Resources
- What resources can you dedicate to this project?
- How do you usually justify an investment in this area?
- What financial or organizational constraints exist?
13. Proof / External credibility
- Have you seen this type of problem solved elsewhere?
- What would give you confidence in a solution?
- What kind of reference or example would make it tangible?
🎯 What I take away
Every time I use this framework, I realize something:
discovery isn't there to reassure me, or to feed a presentation.
It's there so the client can put all the pieces on the table and say to themselves:
👉 "Yes, I see things more clearly now, I can make an informed decision."
And that simple shift in posture… changes everything in the relationship.
✨ This is how I see it today… but discovery is never static. How do you approach it? Anything you'd like to add or challenge? Please share.