Organizational Leadership 55
The Problem Solving Process
Output
Clearly de ned problem statement with success criteria
Output
Factors and issues affecting answer de ned and categorized
Output
Possible solutions scoped as hypotheses and most likely answers chosen for analysis
Output
Deep analysis of hypothesized answers. Paths either con rmed or eliminated with data
Output
Synthesis of data into a clear, structured and compelling recommendation
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Best Guess Analyze the Paths
Identify All Issues
Pitch a Recommendation
Pin the Problem
Conceptual Thinking
Critical Thinking
Pin the Problem - Pinning Questions
What is the high level problem? Answer focusing questions What is the objective? Who are the stakeholders/in uencers? How will you measure success?
What will be the speci c scope? What constraints exist?
Evaluate prior efforts
Has this problem been considered in the past? What’s different now? Were there any challenges last time this was addressed? What ingoing assumptions limit our thinking? Who was involved in the problem solving?
Derive insights from new lenses
What are the perspectives of the CEO, front line staff, customers? What is the 10,000 ft. view vs. the 50 ft. view? Can you reimagine the problem in new ways? What happens if you remove built-in constraints?
Understand relevant causalities
Are elements of the problem derived from other elements? What are the root causes of this problem? Is there actually a deeper or preceding problem? Are there repercussions to anticipate?
Are there chronology/sequence issues relating to the problem?
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The Problem Solving Process
Region 1
Short term
Product A
Region 2
Mid-term
Sales
Product B
Sales force
Strategy
Product C
Region 3
Long term
Current customers
Financial
Revenues
Segments
Marketing
Profits
Challenges
Costs
Strategy
Prospect customers
Solving Business Problems with Mike Figliuolo
Sort aspects of the problem into distinct/complete categories by function or theme Some will be related. Others will be different enough to merit a separate category Limit number of primary categories for easy map-making
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As You Analyze, Pick the Best Paths in the Least Time
“High Road” – Look from Above
Always revisit your Best Guess and the “pinned” problem Estimate expected rewards before you start detailed analysis Use 80/20 and back-of-envelope thinking Use experts as data sources
Share good ideas Test your thinking
“Low Road” – Evaluate the Ground
Only run the numbers you need to run Don’t wander into the weeds for too long Beware of “polishing dirt” Focus your attention on only the best paths Get back on the high road regularly to regain perspective and get out of the details
Trust your gut! Take risks!
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Guiding Principles on Assertions
Assertions are truths stated for persuasion Assertions are clear, explicit and direct – the audience knows where you stand The difference between a strong assertion and a weak opinion is the facts In a con ict of assertions, the best evidence wins Once an audience agrees with your assertion’s proofs, controversy disappears
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