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  • Solving Business Problems Process

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    Karen Nelson
    747 views6 pages
    The document outlines Mike Figliuolo's problem solving process, which includes 5 key steps: 1) Identifying the problem by pinning down the objectives, stakeholders, and constraints. 2) Analyzing the problem by categorizing related factors and understanding causal relationships. 3) Developing possible solutions as hypotheses to analyze. 4) Deeply analyzing the hypothesized solutions using a "high road" and "low road" approach. 5) Synthesizing the data into a clear, structured recommendation.

    Original Description:

    Pin the Problem - Pinning Questions What is the high level problem? Answer focusing questions What is the objective? Who are the stakeholders/influencers? How will you measure success? What will be the specific 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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    Solving Business Problems

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    The document outlines Mike Figliuolo's problem solving process, which includes 5 key steps: 1) Identifying the problem by pinning down the objectives, stakeholders, and constraints. 2) Analyzing the problem by categorizing related factors and understanding causal relationships. 3) Developing possible solutions as hypotheses to analyze. 4) Deeply analyzing the hypothesized solutions using a "high road" and "low road" approach. 5) Synthesizing the data into a clear, structured recommendation.

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    © All Rights Reserved
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    747 views6 pages

    Solving Business Problems Process

    Uploaded by

    Karen Nelson
    The document outlines Mike Figliuolo's problem solving process, which includes 5 key steps: 1) Identifying the problem by pinning down the objectives, stakeholders, and constraints. 2) Analyzing the problem by categorizing related factors and understanding causal relationships. 3) Developing possible solutions as hypotheses to analyze. 4) Deeply analyzing the hypothesized solutions using a "high road" and "low road" approach. 5) Synthesizing the data into a clear, structured recommendation.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 6

    Solving Business

    Problems
    with Mike Figliuolo
    Exercise Handout

    The Problem Solving Process

    tif

    Iden

    Guess

    Analy

    ze the

    blem

    ro

    eP
    in th

    Best

    ues

    Iss
    l
    l
    A
    y

    Con

    cep

    tua

    l Th

    Paths

    Pitch

    a Rec

    omm

    endat

    ion

    ing

    ink
    al Th

    Critic

    inki

    ng

    Output

    Output

    Output

    Output

    Output

    Clearly defined problem


    statement with success
    criteria

    Factors and issues


    affecting answer defined
    and categorized

    Possible solutions scoped as


    hypotheses and most likely
    answers chosen for analysis

    Deep analysis of
    hypothesized answers.
    Paths either confirmed
    or eliminated with data

    Synthesis of data into a clear,


    structured and compelling
    recommendation

    Solving Business Problems with Mike Figliuolo


    2 of 6

    Pin the Problem - Pinning Questions


    What is the high level problem?
    Answer focusing questions
    What is the objective?
    Who are the stakeholders/influencers?
    How will you measure success?
    What will be the specific scope?
    What constraints exist?

    Evaluate prior efforts


    Has this problem been considered in the past? Whats 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?
    Solving Business Problems with Mike Figliuolo
    3 of 6

    The Problem Solving Process


    Region 1

    Product A
    Sales

    Product B

    Sales force

    Product C

    Marketing

    Mid-term
    Long term

    Current
    customers

    Financial
    Challenges

    Costs

    Strategy

    Region 3

    Revenues
    Profits

    Region 2

    Short term

    Segments

    Strategy

    Prospect
    customers

    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
    Solving Business Problems with Mike Figliuolo

    Limit number of primary categories for easy map-making

    Solving Business Problems with Mike Figliuolo


    4 of 6

    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
    Dont 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!

    Solving Business Problems with Mike Figliuolo


    5 of 6

    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 conflict of assertions, the best evidence wins

    Once an audience agrees with your assertions proofs, controversy disappears

    Solving Business Problems with Mike Figliuolo


    6 of 6

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