dos anos para saber se a empresa consegue manter-se competitiva dentro do mesmo modelo de negocio que a tornou a empresa mais valiosa do mercado. Mas esta situacao ocorrera em todas empresas... Identificar estas situacoes e o valioso trabalho de identificar problemas que permite que as organizacoes atuem em antecipacao. Atuar sobre um fato ocorrido e "resolver problemas". "Identificar problemas" e criar a possibilidade de antecipacao. Yoshio Kawakamiyoshio@raizconsultoria.com.brDO YOU SOLVE OR IDENTIFY PROBLEMS?Most of the people needed today in organizations are people who solve problems. Whether they are technical problems, customer relationship problems, internal process problems or information systems problems, a relevant number of people works solving problems in organizations ...If the logic worked well, this contingent would be required only from the moment that something is in a state of dysfunction, not fulfilling the purpose for which it was established. But the reality is that problem stocks are usually larger than the organization's ability to solve them.Thus, the capacity of the operational functions is often the main constraint of the organization and the growth of the business demands more human resources in these functions, generating a huge organizational complexity.In these organizations the role of managers and leaders are oriented to increase efficiency and operational productivity, that is, there is a great focus on solving problems and professional valorization is often linked to problem solving.However, the role of managers and leaders should be different. It should be geared towards problem identification. Although it can be understood as similar or interconnected things, identifying problems is a type of analysis that few do in their day to day lives.This exercise is at a stage prior to the emergence of the problems mentioned above or on a higher plane than the visible and concrete problem. It is on an abstract plan to identify background problems that are the source of all the problems faced by organizations.Managers and leaders should always look for the anticipation of the facts and the underlying issues that still do not bother the organization or the business, but that can generate more problems if they are not treated in advance.This exercise is the basis of the strategic vision of companies. We meet almost daily with companies that have a strong dependency on the founder or some specific people to maintain continuity. Certainly few see the unforeseen as a real possibility to make decisions 05 or 10 years in advance.But imagine a company where the founder is the creator of the innovations and products that make the company competitive in the market. Imagine that someone analyzes the risks of this company and comes to the conclusion that there can not be an accident that compromises the productive capacity of this founder. Why is it rarely decided on this risk? A strong reason is that this type of risk is probabilistic and that means that the accident is possible but unlikely.However, this analysis is not an identification of a background problem! The underlying problem is that one day this founder will leave the organization with absolute certainty and the organization may lose the