An output is not yet an outcome.
A report, platform or new process may be the right response. But choosing it too early can hide the decision it is meant to support. Before defining a deliverable, ask what needs to become possible and who needs to act.
Make the frame explicit.
Write down the decision, its context and the constraints. Identify whose participation matters, what is known and what remains an assumption. Define a useful outcome in terms that the people doing the work can recognise.
Keep the frame useful.
A one-page problem frame is a working reference, not a substitute for investigation. Revisit it as evidence changes. Its purpose is to connect the work to the decision, so activity does not drift away from the reason it began.