The Blank Piece of Paper: Why We Start With the Problem Before the Comfort of the Ready-Made Framework
By Anubhav Jain, Manager (India)
In many consulting engagements, teams often arrive with tested approaches and well-developed frameworks that have been refined over time. These bring confidence, speed and are a safe way to begin.
But here is the challenge, most organisations do not face the exact same problems even if they look similar on the surface. The people and culture are always different, and the context matters more than we sometimes realise.
When the Framework Lands Too Early
I have seen this play out in practice. On one project, even before we had properly engaged with stakeholders there was a strong push to adapt an existing internal framework. It had worked well elsewhere and seemed like a good starting point, but what followed was predictable.
The early outputs did not quite land. We had to go back, re-engage the stakeholders and restart the work. In hindsight, those initial weeks were largely wasted, not because the framework was wrong, but because we used it too early.
Why We Start With the Problem, Not the Solution
That experience has stayed with me, and it shapes how we approach work at Tektology. We start with a blank piece of paper. Not because we lack experience, but because we want to use it at the right time. At the beginning, the focus is just to understand what problem the organisation is really trying to solve and what success looks like to them. This requires patience and curiosity.
Rather than building a solution in isolation and presenting it back, we work alongside the people who will ultimately use it. We involve them early to shape ideas, challenge assumptions and refine the direction. It is less about presenting a solution and more about building it together.
Why Co-Design Changes What Gets Built
The difference it makes is noticeable. When people are part of the process, they are more likely to believe in the outcome and take ownership of it. The recommendations feel practical and not imposed. And as a result, they are more likely to be implemented and sustained over time.
Frameworks Have Their Place — Just Not at the Start
This does not mean frameworks are not useful. They are valuable tools that should support thinking but not drive it. If used at the right time, they bring structure and clarity, but if introduced too early they can limit thinking and lead to solutions that do not quite fit.
One habit that helps me stay honest about this is going back to the original proposal at the start of every project, not to follow it rigidly as some things change in the live environment, but to remember what problem we actually promised them we would solve. It is a small discipline, but it keeps the focus where it belongs. It is a reminder that the blank piece of paper is not just a way of starting but a way of thinking.
At Tektology, this is central to how we approach every engagement, because sometimes the most effective way to begin is not with an answer, but with a blank piece of paper.
Anubhav Jain is a Manager at Tektology, based in Gurugram, India. He has six years of experience in healthcare consulting during which he has worked with health systems, providers, payors and third-sector organisations across the UK, the Middle East and Oceania. His experience spans strategy development, digital transformation, governance, health technology assessment and market feasibility analysis. Prior to joining Tektology, he worked at KPMG and EY, where he managed a range of complex projects supporting clients in this space.