A solution arrives before the problem is shared
A team hears that records are disorganised and proposes a database. But the underlying problem may be unclear ownership, inconsistent definitions, poor connectivity, fear of monitoring or a reporting requirement that nobody can explain. Digitising the visible process can make the deeper failure faster.
Discovery should create decisions, not only notes
Useful discovery identifies intended users, excluded users, current workarounds, information flows, constraints, harms, decision rights, success measures and the smallest responsible next step.
Listening must change who can shape the response
If only funders, managers or technologists define success, the process is incomplete. People doing the work and people affected by it need a safe, accessible way to influence the scope and challenge assumptions.
The first technical decision may be to stop
Discovery can show that training, a policy change, a simpler form, clearer roles or removal of an unnecessary process will create more value than new software. Choosing not to build is a valid delivery outcome.
What we will record before approval
Every proposed project requires a challenge statement, affected users, current process, constraints, risks, intended outcome, evidence plan, owner and a reason the proposed response is proportionate.