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CONFIDENTIAL
7 Easy Steps to Solving Problems at McKinseyMcKinsey
June 2005
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
STA-ZYJ059-20050616-fcowHR1
7-STEP PROBLEM SOLVING PROCESS
Think impact:What does the client need t k ?
Think disaggregation and early hypothesis:What could be the key l t f th bl ?
Think speed:Which issues are most i t t t th bl ?
Working D
raft -La
Cli t
to know? elements of the problem? important to the problem?
D fi St t P i iti
ast Modified 7/18/2005 1:1
Clientproblem
Think buy-in:
Define problem
Structure problem
Prioritize issues
Develop issueCommunicate
19:51 PM
Printed
Think next iteration:
Think buy-in:How should you connect to the client in every step?
issue analysis andwork planC d tS th i
Develop recommenThink next iteration:
What are the client's next priorities?
planConduct analyses
Synthesize findings
recommen-dation
Communicate
Think evidence:What are we trying to prove/disprove?
Think “so what”:What implications do our findings have for the client?
Think potential solution:What should the client do?
Think efficiency:Where and how should the team spend its time?
1
STA-ZYJ059-20050616-fcowHR1
7-STEP PROBLEM SOLVING PROCESS
Think impact:What does the client need t k ?
Think disaggregation and early hypothesis:What could be the key l t f th bl ?
Think speed:Which issues are most i t t t th bl ?
Working D
raft -La
Cli t
to know? elements of the problem? important to the problem?
DEFINE St t P i iti
ast Modified 7/18/2005 1:1
Clientproblem
Think buy-in:
DEFINE PROBLEM
Structure problem
Prioritize issues
Develop issueCommunicate
19:51 PM
Printed
Think next iteration:
Think buy-in:How should you connect to the client in every step?
issue analysis andwork planC d tS th i
Develop recommenThink next iteration:
What are the client's next priorities?
planConduct analyses
Synthesize findings
recommen-dation
Communicate
Think evidence:What are we trying to prove/disprove?
Think “so what”:What implications do our findings have for the client?
Think potential solution:What should the client do?
Think efficiency:Where and how should the team spend its time?
2
STA-ZYJ059-20050616-fcowHR1
GETTING AN ACCURATE UNDERSTANDING OF THE PROBLEM IS THE FIRST PRIORITY
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3
STA-ZYJ059-20050616-fcowHR1
DEFINING THE PROBLEM – STATING THE PROBLEM CLEARLYW
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Characteristics of good problem statement
• A thought-provoking question or a hypothesis
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Clear statement of problem to be solved
• Specific, not general
• Debatable (not a statement of fact or non-disputable assertion) 19:51 PM
Printed
• Actionable
• Focused on what the decision maker needs to move forward• Focused on what the decision maker needs to move forward
4
STA-ZYJ059-20050616-fcowHR1
PROBLEM STATEMENT EXAMPLE: OILCO REFINERY
The Oilco refinery is suffering from poor profitability despite a market niche position Statement of fact
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p y p p
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Should the Oilco refinery improve its deteriorating position? Not disputable
19:51 PM
Printed
Can the Oilco refinery be managed Too generaly gdifferently to increase profitability? Too general
What opportunities exist to improve Oilco’s performance through overhead rationalization, operational improvements or asset/ownership
Specific, actionable
5
p p prestructuring, either as a growth platform or as a low cost local operator?
STA-ZYJ059-20050616-fcowHR1
PROBLEM STATEMENT WORKSHEET
1 Basic question to be resolvedThe basic question brings focus to the analytic work – it should be succinct and ensure that the findings can be acted upon. The more specific the statement the better, provided it is not so narrow that important levers to solve the problem are missed
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important levers to solve the problem are missed
2 Perspective/contextComments on the “situation” and “complication” facing the client e g industry
3 Stakeholders and ProcessesIdentifies primary client decision-makers(e.g., CEO Division Manager) as well as internal ast M
odified 7/18/2005 1:1
complication facing the client, e.g., industry trends, relative position in the industry
CEO, Division Manager) as well as internal and external parties who can affect implementation (e.g., shareholders). Also suggests the processes through which these parties exert influence 19:51 P
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these parties exert influence
4 Criteria for successRefers to the basis on which the client will decide whether or not to act on the study
5 Scope of solution spaceIndicates what will not be included in the study e g international markets researchdecide whether or not to act on the study
recommendations, e.g., financial returns, effect on staff, market share growth
study, e.g., international markets, research and development activities
6 Barriers to ImpactDefines the limits to the set of solutions that can be considered. Note: constraints may have to be relaxed as the study proceeds
6
relaxed as the study proceeds
STA-ZYJ059-20050616-fcowHR1
PROBLEM STATEMENT WORKSHEET – OILCO EXAMPLE
1. Basic question to be resolvedWhat opportunities exist for Oilco to improve performance through overhead rationalization, operational improvements or asset/ownership restructuring, either as a growth platform or as a low cost operator?
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2 Perspective/context• Major player in an industry undergoing
consolidation
3 Stakeholders and decision makers• CEO, Oilco - Difficult to get approval for other
capital plans until refinery underway ast Modified 7/18/2005 1:1
consolidation • Huge overhead costs – much greater than any
other player in the industry
capital plans until refinery underway • Acquisition decision credibility enhanced by ‘big’
solution• Oilco Board - Political and community pressures
for high employment, prominent refinery role 19:51 PM
Printed
• Own improvement plan underway4 Criteria for success• Very significant improvement in refinery
profitability 5 Scope of solution spacep y• Lower capital expenditure plan• Clear set of actions developed to move forward• Clear definition of refinery strategic orientation
(growth platform or low cost operator)
5 Scope of solution space• No solutions with greater than 18 month
timeframes• No solutions with big capital expenditure
needs
6 Barriers to Impact• Very limited time frame given other plans
needs
7
STA-ZYJ059-20050616-fcowHR1
7-STEP PROBLEM SOLVING PROCESS
Think impact:What does the client need t k ?
Think disaggregation and early hypothesis:What could be the key l t f th bl ?
Think speed:Which issues are most i t t t th bl ?
Working D
raft -La
Cli t
to know? elements of the problem? important to the problem?
D fi STRUCTURE P i iti
ast Modified 7/18/2005 1:1
Clientproblem
Think buy-in:
Define problem
STRUCTURE PROBLEM
Prioritize issues
Develop issueCommunicate
19:51 PM
Printed
Think next iteration:
Think buy-in:How should you connect to the client in every step?
issue analysis andwork planC d tS th i
Develop recommenThink next iteration:
What are the client's next priorities?
planConduct analyses
Synthesize findings
recommen-dation
Communicate
Think evidence:What are we trying to prove/disprove?
Think “so what”:What implications do our findings have for the client?
Think potential solution:What should the client do?
Think efficiency:Where and how should the team spend its time?
8
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TO SOLVE THE PROBLEM A LOGICAL APPROACH IS REQUIREDW
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WHAT IS A LOGIC TREE?
Issue 1
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Issue 2
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Issue 3Problem
A problem solving tool that breaks a problem into 19:51 P
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Issue 4
problem into discrete chunks
Issue 4
I 5Issue 5
10
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WHY USE LOGIC TREES?
1 To break a problem into component parts so that:
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1. To break a problem into component parts so that:• Work can be divided into manageable pieces• Priorities can be set• Responsibilities can be allocated ast M
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2. To ensure integrity of the problem solving is maintained:• Solving the parts will really solve the problem• The parts do not overlap and there are no gaps 19:51 P
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• The parts do not overlap and there are no gaps
3. To build a common understanding within the team of the problem solving frameworkp g
4. To help focus use of frameworks and theories
11
STA-ZYJ059-20050616-fcowHR1
LOGIC TREE EXAMPLE: OILCO REFINERY
Why has performance deteriorated?Why has current
performance deteriorated? Will
What situation has prevailed in past?
What has led to the decline?
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Is it likely to improve of its own accord?
Are there growth/new
deteriorated? Will trend improve without further action?
Will US market situation help?
What is competitive situation?
ast Modified 7/18/2005 1:1
Are there growth/new business options?
Could Oilco capture them?
What opportunities exist for the Oilco refinery to improve performance through overhead rational-
Will other growth options improve the refinery's overall performance?
19:51 PM
Printed
In overheads?
overhead rationalization, operational improvements or asset/ownership restructuring, either as
th l tf
Are there opportunities to reduce costs or
i t
In corporate centre?
In BUs?
In operations?
a growth platform or as a low cost operator
capex in current businesses? Refinery optimization?
Other businesses?
Are there opportunities to improve performance through asset/ownership
Are parts of the business worth more to others?
Can ownership be
Sale of share to Gonwondians
To others?
12
restructuring? Can ownership be restructured?
To others?
To public?
STA-ZYJ059-20050616-fcowHR1
LOGIC TREE EXAMPLE: HOW DID ROBERT MAXWELL DIE?
G h t d
He was murdered
Gunshot wound
Knife wound
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Poison
Other means
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He committed suicide
Self-inflicted gunshot wound
Threw himself overboard
19:51 PM
Printed
How did Robert Maxwell die? Other means
Heart attack
He died of natural causes
Other health problems
Pulmonary edema
Heart attack
He may not be deadH ’ li i d hi ld id tit
Other health problems
He has taken a new identity, having lost a lot of weight
13
He’s living under his old identity, but undetected
Considers all options
STA-ZYJ059-20050616-fcowHR1
TIPS
Tip Why
• Use your whole team, no “lone wolf” approach
• Rough and tumble hypothesis sessions tap everyone’s creativity
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wolf approach sessions tap everyone s creativity, tend to get better answers and are fun
ast Modified 7/18/2005 1:1
• If stuck, try building the tree backward (from the “twigs” in addition to forward (from the “trunk”)
• It is sometimes easier to think up sub-issues and analyses and then to group them, than to work linearly
19:51 PM
Printed
trunk )
• Try multiple trees and constantly update and revise
• Different trees provide new perspectives on the problem
• Don’t invest a week to make “the” issue tree
• Trees change as more facts come to light - keep adjusting
• Make sure there are no overlaps and no gaps
• Ensures that your thinking is robust and that you have thought through all possibilities
14
STA-ZYJ059-20050616-fcowHR1
7-STEP PROBLEM SOLVING PROCESS
Think impact:What does the client need t k ?
Think disaggregation and early hypothesis:What could be the key l t f th bl ?
Think speed:Which issues are most i t t t th bl ?
Working D
raft -La
Cli t
to know? elements of the problem? important to the problem?
D fi St t PRIORITIZE
ast Modified 7/18/2005 1:1
Clientproblem
Think buy-in:
Define problem
Structure problem
PRIORITIZE ISSUES
Develop issueCommunicate
19:51 PM
Printed
Think next iteration:
Think buy-in:How should you connect to the client in every step?
issue analysis andwork planC d tS th i
Develop recommenThink next iteration:
What are the client's next priorities?
planConduct analyses
Synthesize findings
recommen-dation
Communicate
Think evidence:What are we trying to prove/disprove?
Think “so what”:What implications do our findings have for the client?
Think potential solution:What should the client do?
Think efficiency:Where and how should the team spend its time?
15
STA-ZYJ059-20050616-fcowHR1
PRIORITIZE ISSUES BY CUTTING OFF NON-ESSENTIAL BRANCHES
Issue 1Purpose
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• First step in constant, iterative refinement process
• Prioritizes your effort on what is ast Modified 7/18/2005 1:1
Problem statement
Issue 2• Prioritizes your effort on what is
most important
• Helps ask “so what” . . . but also 19:51 PM
Printed
Issue 3ask what you’ve forgotten
• Is the key to working efficiently and having a better lifestyleand having a better lifestyle
Eliminating issues is often difficult because team members will have differing opinions on what is “critical” to the study
16
Solution – have each team member “dummy” their analysis and involve the entire team in prioritization effort
STA-ZYJ059-20050616-fcowHR1
PRIORITIZATION PARAMETERS
hItem Improvement lever
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…1H
igh
enta
tion
Do nowDo later
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mpl
em
…3
Plan how 19:51 PM
Printed
…5
…4
LowEa
se o Plan how
To do nowWait
5L
HighLow
Financial impact ( ithi 2 )(within 2 years)
17
STA-ZYJ059-20050616-fcowHR1
HOW TO PRIORITIZE
Use judgement/intuition Involve your team and client
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Be practical!
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80Polishing
19:51 PM
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80
20
Time and
Focusing on impact
Benefit for e a deffort
e e t oproblem solving
18
Do back-of-the-envelope calculations Take risks
STA-ZYJ059-20050616-fcowHR1
7-STEP PROBLEM SOLVING PROCESS
Think impact:What does the client need t k ?
Think disaggregation and early hypothesis:What could be the key l t f th bl ?
Think speed:Which issues are most i t t t th bl ?
Working D
raft -La
Cli t
to know? elements of the problem? important to the problem?
D fi St t P i iti
ast Modified 7/18/2005 1:1
Clientproblem
Think buy-in:
Define problem
Structure problem
Prioritize issues
DEVELOP ISSUE Communicate
19:51 PM
Printed
Think next iteration:
Think buy-in:How should you connect to the client in every step?
ANALYSIS AND WORKPLAN
C d tS th iDevelop recommenThink next iteration:
What are the client's next priorities?
Conduct analyses
Synthesize findings
recommen-dation
Communicate
Think evidence:What are we trying to prove/disprove?
Think “so what”:What implications do our findings have for the client?
Think potential solution:What should the client do?
Think efficiency:Where and how should the team spend its time?
19
STA-ZYJ059-20050616-fcowHR1
A LITTLE DISCIPLINED, EARLY WORKPLANNING CAN GO A LONG WAY IN PROBLEM SOLVING
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ISSUE ANALYSIS SETS THE STAGE FOR ACTION
Logic tree after
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Logic tree after prioritization of issues Analyses
2 ast Modified 7/18/2005 1:1
TO DOs
Mon Tue Wed Thu Fri
2
3
19:51 PM
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Issue analysis
1
21
STA-ZYJ059-20050616-fcowHR1
ISSUE ANALYSIS WORKSHEET
Supporting Information/
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IssueKey issue or unresolved
ti th t
HypothesisStatement of the likely resolution f th i
Suppo t grationaleArguments that are necessary
d ffi i t t
o at o /AnalysisAnalyses that should be
d t d t
Source/ ProviderLikely location and means of bt i i d t f
ast Modified 7/18/2005 1:1
question that elicits a “yes” or “no” answer and on which a
of the issue; it includes the reason for answering “yes”
and sufficient to support the hypothesis
conducted to either confirm or refute the hypothesis, and
obtaining data for analyses
19:51 PM
Printed
specific action depends
or “no” thus resolve the issue
22
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WORK PLANNING FOLLOWS FROM THE ISSUE ANALYSES PHASE OF THE STUDY
Issue Hypo-thesis
Support-ing
Informa-tion/anal- Source/
pro ider
Issue analysis worksheet
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thesis grationale ysis provider
Work plan+ ast Modified 7/18/2005 1:1
End productFormat of the completed analysis
ResponsibilityPerson responsible for completing the analysis
TimingDeadline for completon of analysis 19:51 P
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analysis analysis
23
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ALL WORKPLANS SHOULD CONTAIN THE SAME BASIC INFORMATION
Issue Hypothesis Analysis Source ResponsibilityEnd products Timing+
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Description • Start with end points from logic tree
• The definition of
• The hypothesis is a statement of the likely
• The analysis required in order to prove or disprove the
• The source identifies the likely location or means of
• Responsibility identifies the person who will obtain the
• The end products is a statement of the output
• Timing within which to deliver the analysis end- ast M
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an issue varies from an “important question” to “an unresolved question” it is
yresolution of an issue; it includes the reason for answering yes or no
hypothesis and hence resolve the issue
obtaining data to undertake analysis
data and undertake the analysis
from the analysis
yproduct
19:51 PM
Printed
question , it is phrased so that it can be answered with a yes or no, and a specific action depends
or no
on it
Action • Make sure each issue is stated in as detailed a
• List all hypotheses– Team ideas– Own ideas
• Identify analysis that will inform decision
• Identify readily available data
• Decide on methodology
• Decide who will help collect the data and do analysis
• Draw ‘ghost’ exhibits
• Develop
• Decide on timeframe, with milestones
detailed a manner as possible
• Define sub-issues where necessary
Own ideas– Client’s
ideas• Discuss
– Refine hypothesesR dj t
decision making
• Determine extent of analysis required
Si l
methodology do analysisDevelop story line
24
– Readjust priorities for analysis
– Simple case
– Complex justification
STA-ZYJ059-20050616-fcowHR1
USE A GANTT CHART TO MAP WORKPLAN TO PROJECT MILESTONES
Analysis (main study steps)
1 Complete overview of the Assessment of
Key end products 1 2 3 4 5 6 7 8 9 10 11 12
Timetable (weeks)
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1. Complete overview of the market and industry• Gather market and industry
data• Conduct trade interviews• Analyse data and formulate
i iti l i f i d t
Assessment of attractiveness of the foreign market and industry
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The final workplan should correspond to
initial view of industry
2. Carry out an assessment of ABG’s competitive position• Complete analysis of trends
in market share, pricing and
Critical review of ABG’s strengths and weaknesses compared to 19:51 P
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rinted
pthe project timing and scope agreed with the Client
, p gdistribution
• Complete comparative cost analysis
• Interview sample of buyers• Interview McKinsey contacts
in the retail industry
pcompetitors
in the retail industry
3. Estimate potential for ABG’s future performance• Define alternative scenarios• Establish most likely case
Financial evaluation of ABG’s milling and baking interests
scenario• Conduct sensitivity analysis• Assess maximum
improvement potential
Progress reviews with XYZ management
25
g g
STA-ZYJ059-20050616-fcowHR1
KEY DESIGN PRINCIPLES OF WORKPLANNINGW
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• Clarity – clearly defined objectives and end products
• Accountability – decide who is responsible for getting it done ast M
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done
• Actionability – identify the immediate next step
19:51 PM
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• Specific – is very specific on analysis and source
M k th ti li t h th i t f th b d j tMake sure the timeline matches the requirements for the broader project
26
STA-ZYJ059-20050616-fcowHR1
TIPS FOR WORKPLANNING
Early • Do not wait for data, critical mass or anything else
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Often • Revise, update and improve your hypotheses as you work through the data ast M
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g
Specific • Be very specific on analysis and source
19:51 PM
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Syndicate • Test with GMs, Managers, Team members
Milestones • Be disciplined - deliver on time using 80/20
Meaningful • Push detailed workplans out only 2 to 4 weeks ahead. g p yDon’t write an encyclopedia
27
STA-ZYJ059-20050616-fcowHR1
7-STEP PROBLEM SOLVING PROCESS
Think impact:What does the client need t k ?
Think disaggregation and early hypothesis:What could be the key l t f th bl ?
Think speed:Which issues are most i t t t th bl ?
Working D
raft -La
Cli t
to know? elements of the problem? important to the problem?
D fi St t P i iti
ast Modified 7/18/2005 1:1
Clientproblem
Think buy-in:
Define problem
Structure problem
Prioritize issues
Develop issueCommunicate
19:51 PM
Printed
Think next iteration:
Think buy-in:How should you connect to the client in every step?
issue analysis andwork planCONDUCTS th i
Develop recommenThink next iteration:
What are the client's next priorities?
planCONDUCT ANALYSES
Synthesize findings
recommen-dation
Communicate
Think evidence:What are we trying to prove/disprove?
Think “so what”:What implications do our findings have for the client?
Think potential solution:What should the client do?
Think efficiency:Where and how should the team spend its time?
28
STA-ZYJ059-20050616-fcowHR1
BE PREPARED TO REVISE YOUR HYPOTHESIS AS EVIDENCE ACCUMULATES
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PORPOISE FREQUENTLY BETWEEN HYPOTHESIS AND DATAW
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Revenue can be enhanced by 3% by . . .
Adoption of incentives for salespeople will significantly . . .
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X2 + Y2 = Z2
!!# 24,763 *42, 56 34 3437634.34376
30
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USE 80/20 THINKINGW
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. . . beware of polishing dirt
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. . . WHERE POSSIBLE AVOID INDIRECT OR INFERENTIAL METHODSW
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SHARE GOOD IDEAS WITH THE TEAMW
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That looks like a good idea! ast M
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a good idea!
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ANTICIPATE OBSTACLESW
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. . . don’t do a Titanic
34
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USE EXPERTS AS DATA SOURCESW
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BE CREATIVEW
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gthrough all 9 dots without lifting the pen
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36
STA-ZYJ059-20050616-fcowHR1
. . . AND TAP THE CREATIVITY AROUND YOU
Step ChangeBusiness as Usual
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• Right Brain• Linear thinking g t a
• Postponing judgment
ea t g
• Incremental change
• Intuition
• Taking risks
• Repetition
37
g
STA-ZYJ059-20050616-fcowHR1
BRAINSTORMING BEST PRACTICES
During the session After the session
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1. ______
2. ______
3. ______
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Record all ideas from
Record all ideas on flip
Vote on ideas at the end of
Assign high-potential
Follow up on all ideas
Do it again
flip charts for idea consolidation
charts (as stated)
the session to determine high-potential ideas
ideas to team members to ‘scope out’ savings and
and give feedback to all participants
ideas savings and costs
38
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IDEA KILLERS
• Yes, but . . .
• It’s not our problem . . .
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• We tried that before . . .
• It’ll never fly . . . ast Modified 7/18/2005 1:1
• The only problem is . . .
• They’ll never buy it . . .
19:51 PM
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• We don’t have the resources . . .
• It’s a good idea, but . . .
• If it ain’t broke, don’t fix it . . .
• It’s not in the budget . . .
• It’s not the way we do things . . .
• Can’t teach an old dog new tricks . . .
39
STA-ZYJ059-20050616-fcowHR1
7-STEP PROBLEM SOLVING PROCESS
Think impact:What does the client need t k ?
Think disaggregation and early hypothesis:What could be the key l t f th bl ?
Think speed:Which issues are most i t t t th bl ?
Working D
raft -La
Cli t
to know? elements of the problem? important to the problem?
D fi St t P i iti
ast Modified 7/18/2005 1:1
Clientproblem
Think buy-in:
Define problem
Structure problem
Prioritize issues
Develop issueCommunicate
19:51 PM
Printed
Think next iteration:
Think buy-in:How should you connect to the client in every step?
issue analysis andwork planC d tSYNTHESIZE
Develop Think next iteration:What are the client's next priorities?
planConduct analyses
SYNTHESIZE FINDINGS
recommen-dation
Communicate
Think evidence:What are we trying to prove/disprove?
Think “so what”:What implications do our findings have for the client?
Think potential solution:What should the client do?
Think efficiency:Where and how should the team spend its time?
40
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THERE IS HUGE VALUE IN SYNTHESIZING YOUR ANALYSIS INTO A CONCISE STORY
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PYRAMID STRUCTURE
Governing
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thought
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Key message 1 Key message 2
19:51 PM
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SupportingSupporting SupportingSupportingSupporting data
Supporting data
Supporting data
Supporting data
42
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ARGUMENT STORY: PUBLIC LIBRARY
• Despite the library’s good standing in the community, it has been receiving increasing complaints from the public regarding their ability to Situation
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g g p p g g yaccess necessary information
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• The library’s new building is dramatically different from its previous building
• Its shelving is all permanent and cannot be moved around like the shelving in the old building
Complication
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shelving in the old building• Additionally, because of the funds spent on the new building, there are
no capital funds available for alteration for 2 years
• The library should–Move high-use collections (e.g. travel books, mysteries) to the front
f th lib
Resolutionof the library
–Embark on a widespread education program to inform members of the layout of the new library building
–Transfer money from new book acquisition for the next 6 months to
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Transfer money from new book acquisition for the next 6 months to fund the institution of signs and maps for users
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STORY PYRAMID: PUBLIC LIBRARY
Despite the library’s good standing in the community, it has been receiving increasing complaints from the public regarding their ability to access necessary information
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Despite its good historical relations in the community, the library has been receiving a number of complaints
The library needs to take immediate action but is hampered by its budgetary constraints
There are three major actions that should reduce complaints
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PrintedComplaints
are 4 times Complaints are
Most complaints
There are no funds in the
Move high-use collection
Embark on a widespread
Transfer money from
Complaints centre
the historical volume
increasing and beginning to get media attention
relate to changes caused by new building
capital budget for the next 2 years
to the front of the library
education program for members on the layout of the new
new book acquisition funds to cover costs
around difficulty in accessing travel books and attention the new
facilityand mysteries
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7-STEP PROBLEM SOLVING PROCESS
Think impact:What does the client need t k ?
Think disaggregation and early hypothesis:What could be the key l t f th bl ?
Think speed:Which issues are most i t t t th bl ?
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Cli t
to know? elements of the problem? important to the problem?
D fi St t P i iti
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Clientproblem
Think buy-in:
Define problem
Structure problem
Prioritize issues
Develop issueCommunicate
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Think next iteration:
Think buy-in:How should you connect to the client in every step?
issue analysis andwork planC d tS th i
DEVELOP RECOMMThink next iteration:
What are the client's next priorities?
planConduct analyses
Synthesize findings
RECOMM-ENDATIONS
Communicate
Think evidence:What are we trying to prove/disprove?
Think “so what”:What implications do our findings have for the client?
Think potential solution:What should the client do?
Think efficiency:Where and how should the team spend its time?
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TELL THE STORY
Prepare a storyboard: Sketch out the overall structure of your argument by linking the exhibit leads into a logical, persuasive story
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The public library enjoys good standing in the community
COMMUNITY’S OPINION OF THE PUBLIC LIBRARY
In fact, the number of complaints since the move is four times the typical volume
AVERAGE COMPLAINTS PER MONTH, 1985 90
But since the library moved into its new building it has been receiving increasing complaints about access to information
COMPLAINTS PER MONTH 1990
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PUBLIC LIBRARYPercent
Negative 6 5 6 7 6 4
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1985–90Number of complaints
COMPLAINTS PER MONTH, 1990Number of complaints
3 5 3 4
1521 17
25 24 26 27 29
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Positive1985 1986 1987 1988 1989 Pre-
move1990
Post-move1990
3 3
Jan
Feb Mar Apr May Jun Jul
Aug Sep OctNov Dec
Further, since May 1990, over 30 articles in local newspapers reported complaints about the public library
MEDIA ATTENTION, MAY–DEC 1990Number of articles
Complaints centre on difficulty in accessing travel books and mysteries
ACCESSIBILITY TO BOOKS BY SUBJECTDegree of difficulty
To reduce these complaints, we recommend these actions
RECOMMENDED ACTIONS
9
7
4
Number of articles
Weekly
Gazette
Chronicle 13
55Mysteries
Travel books
Biography
Sports
1. Move high-use collections to the front of the library
2. Initiate programs to teach library members the new layout
3. Create maps of the new layout and install
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14Times 1Cookbooks
Spo ts p ysigns