Are your problems relevant?
Traditionally, we start out by mapping our current problems. Then we map the wanted position. Finally, we try to move from current to wanted. That used to be a good idea, some decades ago. And here’s the thing. We actually only have a vague clue of which our serious problems are before we have visualized the (overall) future picture and position. The real problems may be something that we haven’t thought of - or - what we considered to be a problem may not be that big a problem after all. Needless to say, this is also true regarding capabilities. This observation is amplified by the current speed of change turning into change as a normal state.