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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