By
Luka Stepan
, ON
1 Jul 2025
The Opportunity-Solution Tree, Plain & Simple
Rethinking how product teams navigate the journey from idea to market, this article introduces the Opportunity-Solution Tree (OST) framework. This visual decision-making tool transforms vague roadmaps into testable hypotheses, originally developed by Teresa Torres. Whether you're managing yacht interiors, caravan designs, or any product development cycle where manufacturing costs run high, the OST method offers a structured approach to validate assumptions before committing significant resources. Read on for a jargon-free explanation that could save your team months of misdirected effort.
1. Why bother with yet another canvas?
Because product roadmaps stall for two main reasons:
We jump to solutions before agreeing on the real customer problem.
We lock budgets on tooling while huge uncertainties remain.
The Opportunity-Solution Tree (OST) tackles both issues by making you visualise every step:
outcome → opportunity → solution → experiment
on one wall. The moment the chain breaks (no experiment for a solution, no opportunity for an outcome), the gap is obvious.
2. One-minute anatomy of an OST
Layer | Question it answers | Sticky-note colour (our house rule) |
|---|---|---|
Outcome (root) | “What business metric must move?” | Pink |
Opportunities (branches) | “Which customer pains or desires influence that metric?” | Blue |
Solutions (leaves) | “How might we address a specific opportunity?” | Green |
Experiments (seeds) | “What’s the fastest, cheapest way to test that solution?” | Orange |
Colour-coding isn’t cosmetic—it lets a passer-by grasp the whole plan in seconds.
3. How it works in practice (caravan kitchen example)
Desired outcome: Increase adoption of two-berth layout by 15 % in model-year 2027.
Opportunity | Solution idea | 72-hour experiment |
|---|---|---|
“Cleaning the galley is a hassle on weekend trips.” | Slide-out kitchen module | MDF bench-top rig + 8 usability tests at a dealership open day |
“Need daytime seating without converting the berth.” | Swivel dinette + telescopic table | Cardboard mock-up filmed during demo |
“Cooking smells linger.” | Active carbon extractor fan | $30 duct-tape prototype + VOC meter |
Notice how every solution has a paired experiment. If the test fails, you prune that branch and protect the tooling budget.
4. Benefits (backed by real teams)
Shared mental model – PMs, designers, and engineers see the same map, cutting debate time in half.
Optionality, not commitment – Multiple solution leaves per branch keep management from fixating on the first shiny idea.
Faster learning cycles – Teams that run weekly OST reviews report learning-to-decision times dropping from months to weeks.
5. Common pitfalls (and quick fixes)
Pitfall | Symptom | Fix |
|---|---|---|
Monster trees | 50+ sticky notes, no pruning | Limit to three opportunity branches per outcome in H1/H2 work. |
“Solution-first” bias | Branches appear after leaves | Force the team to write opportunities first—no green until blue exists. |
Experiments too big | €20 k, eight-week “tests” | Cap Cost-to-Learn at 1 % of projected tooling for H1 horizons. |
6. Step-by-step starter recipe
Book a 90-minute workshop with the product trio (PM, design, engineering).
Write one outcome statement
single metric, single timeframe.Brainstorm opportunities
(sticky-note storm, 10 min). Group similar ones.Generate at least two solutions per opportunity.
Design scrappy experiments
aim for < €3.000 and < 1-week cycle.Review weekly
prune dead branches, add new leaves, escalate winning tests.
7. Next up in the series
This article lays the groundwork of de-risking high-ticket new product development like leisure vehicles and vessels. In the coming weeks we’ll dive into:
H1: Using OSTs to shave risk from products shipping in 1–3 years.
H2: Extending the OSTs to mid-term bets and product gamma shifts.
H3: How an OST underpins “future options” where manufacturing is years away.
Want hands-on help?
Send us a snapshot of your current roadmap, and we’ll return a one-page mini-OST highlighting two quick-win experiments—free of charge.
Because strategy isn’t a document; it’s the questions you’re willing to answer before spending the big money.
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