When Henry Ford was asked about customer input before developing the Ford Model T, he allegedly replied: “If I had asked people what they wanted, they would have said faster horses.”
The Importance of Understanding the Underlying Problem
There’s actually no evidence that Henry Ford ever said the famous quote that I—and many others—often reference: “If I had asked people what they wanted, they would have said faster horses.” On second thought, it doesn’t even seem logical, considering that it was the German engineer Carl Benz who is credited with inventing the gasoline-powered car.
But even though fact-checkers have shown that Ford never actually said those words—and that the quote appeared years after his death—it remains just as relevant today. The so-called “Henry Ford quote” highlights the importance of understanding the underlying problem, rather than relying solely on customers’ suggestions for solutions.
What Problem Am I Trying to Solve?
This key question—“What problem am I trying to solve?”—encourages a deeper understanding that ultimately leads to more creative and effective solutions. This approach, often referred to as design thinking, involves empathizing with users, defining problems, brainstorming solutions, prototyping, and testing—all with the aim of creating user-centered, innovative solutions.
Think of a customer buying a drill. What they really want isn’t the drill itself—it’s the hole it makes. In fact, maybe it wasn’t even the hole they needed. Perhaps their goal was simply to hang a picture—and a nail would’ve done the job better. That’s why it’s essential to dig deeper into what the customer is truly trying to achieve.
“Take a Step Back”
Ford’s (alleged) quote and the importance of asking what problem you’re trying to solve also apply in many other settings. In support, for instance, the goal shouldn’t just be to fix problems as they arise—but to understand why they happen in order to prevent them from recurring.
Or take the time I worked with a manager who kept complaining that procedures weren’t being followed. I asked whether the real issue might be the procedure itself, rather than the employees. Sure enough, a small change to the process made everyone’s job easier and helped streamline deliveries.
Product Management
In my time as a Product Manager, I operated at the intersection of business vision, customer needs, project management, development, maintenance, support, marketing, sales, leadership input, and financial considerations. This central position gave me the insight needed to make informed decisions—connecting products or services to business goals while ensuring they also appeal to the market.
