Framework that has been tested at a top tier consulting firm
Examples to help understand key concepts
Simple and pragmatic problem solving process
DESCRIPTION
This product (Problem Solving and Decision Making) is a 32-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
According to McKinsey, structured problem solving can be used to address almost any complex challenge in business or public policy. Consulting deliverables typically take the form of PowerPoint presentations.
AIM:
1. This document explains how to identify, define and solve problems in a structured manner and communicate findings effectively to the client. It has a strong focus on hypothesis generation techniques utilized by the world's leading consulting firm.
2. It introduces tools that consultants can add to their toolkit of skills and use for many types of problem-solving and is suitable for anyone who is looking for a robust methodology to solve complex problems.
CONTENTS
The Problem Solving and Decision Making deck outlines the following topic:
1. The key principles of the logical problem-solving approach – Impact driven, focused and fact-based
2. The problem-solving cycle – problem definition, problem structuring, prioritization, issue analysis and work plan, analysis, synthesis, and recommendations
3. Problem statement "framework"
4. What is an issue tree and why is it important?
5. Prioritization and methods for prioritizing
6. Synthesis and it's objective
This deck emphasizes the importance of a well-defined problem statement, highlighting characteristics such as specificity, measurability, action orientation, relevance, and time-bound criteria. It guides you through the process of structuring the problem, encouraging disaggregation and hypothesis generation to identify key elements. The issue tree is presented as a crucial tool for breaking down complex problems into manageable sub-issues, facilitating efficient analysis and team collaboration.
The PPT also delves into prioritization, stressing the need to focus on high-impact actions given limited resources. It covers the entire problem-solving cycle, from problem definition to developing actionable recommendations. The distinction between summary and synthesis is clarified, ensuring that your conclusions are not just a collection of facts, but a coherent, actionable strategy. This resource is designed to equip you with a comprehensive framework for tackling intricate business challenges.
Got a question about the product? Email us at support@flevy.com or ask the author directly by using the "Ask the Author a Question" form. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Best Practices in Bain PowerPoint, Problem Solving, McKinsey PowerPoint, Bain Presentations PowerPoint Slides: Problem Solving and Decision Making PowerPoint (PPT) Presentation Slide Deck, Corporate Finance 101
This PPT slide outlines a structured approach to problem-solving and decision-making, emphasizing the importance of formulating clear problem statements. It begins with a focus on what the organization aims to achieve, highlighting the need for specificity in defining objectives. This clarity ensures that findings can be actionable, steering clear of addressing the wrong issues.
The second section, labeled "Background and context," discusses the current situation and complications faced by decision-makers. It suggests that understanding industry trends and relative positioning is crucial for contextualizing the problem at hand.
Next, the slide addresses "What is success?" This part emphasizes the criteria that will guide the decision-maker in determining whether to act on recommendations. It mentions financial returns and market share growth as key indicators of success.
"Stakeholders" is another critical area covered. This section identifies the primary decision-makers, such as CEOs and Division Managers, and acknowledges the influence of internal and external parties, including shareholders, on the implementation process.
Finally, the slide touches on "Potential challenges." It outlines what will not be included in the project scope, such as specific markets or R&D activities. This section also sets boundaries for the analysis, mentioning concepts like the 80/20 rule, which helps in prioritizing efforts effectively.
Overall, this structured approach aids organizations in sharpening their focus on problems, ensuring that decision-making processes are both informed and strategic. The insights provided can significantly enhance clarity and alignment among stakeholders.
This PPT slide presents a framework that integrates the principles of "Mutually Exclusive Collectively Exhaustive" (MECE) with the 80/20 rule, aimed at enhancing problem-solving efficiency. On the left side, the MECE concept is illustrated through a structured approach to breaking down a central question into distinct ideas. Each idea is labeled as either "Mutually Exclusive" or "Collectively Exhaustive," ensuring that the content does not overlap while collectively addressing the question. This method promotes clarity and thoroughness in analysis, crucial for effective decision-making.
The right side of the slide visualizes the 80/20 rule, represented graphically. The curve demonstrates the relationship between the time and effort spent on structuring a problem versus the resulting benefit for impact. It indicates that a significant portion of the benefit can be achieved with relatively minimal effort—approximately 20% of the effort yields around 80% of the results. However, as one attempts to refine the analysis further, the returns diminish, leading to inefficiencies. The shaded area labeled "NOT EFFICIENT" emphasizes the diminishing returns of excessive refinement.
This slide serves as a practical guide for executives seeking to streamline their problem-solving processes. By applying the MECE framework alongside the 80/20 rule, leaders can focus their efforts on high-impact areas without getting bogged down in unnecessary details. The insights provided here can help organizations allocate resources more effectively and make informed decisions that drive results.
This PPT slide presents an example problem statement for the Oilco refinery, highlighting key issues related to its profitability and strategic positioning. The first box outlines a factual observation: the refinery is experiencing poor profitability despite holding a strong position in its market niche. This sets the stage for understanding the underlying challenges the organization faces.
The second box poses a question regarding whether the refinery should take steps to improve its deteriorating position. This question is marked as not disputable, indicating that stakeholders generally agree on the need for action. It reflects a critical juncture for the organization, suggesting that inaction could lead to further decline.
The third box introduces a broader inquiry about whether the refinery can be managed differently to enhance profitability. However, this question is labeled as too general, suggesting that it lacks specificity and may not lead to actionable insights. This indicates a need for more precise framing of the issues at hand.
Overall, the slide effectively illustrates the importance of clearly defining problems in a way that facilitates discussion and decision-making. It emphasizes the necessity for targeted questions that can drive strategic initiatives, rather than vague inquiries that may not yield useful outcomes. For potential customers, this slide serves as a reminder of the value of structured problem statements in guiding organizational strategy and improving performance.
This PPT slide outlines a structured approach to problem-solving, emphasizing a cyclical process that guides teams through various stages. It begins with the identification of a problem, represented by a question mark, which sets the foundation for the entire cycle. The first step is "Problem definition," where the core issue is articulated clearly. This is crucial as a well-defined problem leads to more effective solutions.
Following this, "Problem structuring" organizes the problem into manageable components, facilitating a deeper understanding of its intricacies. The next phase, "Prioritisation," involves determining which aspects of the problem should be addressed first, ensuring that resources are allocated efficiently.
The cycle then progresses to "Issue analysis and work plan," where detailed examination of the identified issues takes place. This step is vital for uncovering underlying causes and potential impacts. The subsequent stages include "Synthesis" and "Recommendations," where insights gathered from the analysis are integrated to form actionable strategies. This culminates in a set of recommendations that guide decision-making.
The slide also prompts teams to consider their next priorities, suggesting a forward-thinking approach that encourages continuous improvement. This iterative process not only addresses current challenges, but also prepares teams for future iterations, fostering a culture of proactive problem-solving. Overall, the framework presented is designed to enhance clarity and effectiveness in tackling complex issues, making it a valuable tool for any organization aiming to improve its decision-making capabilities.
Corporate Finance 101 consists of ex EY and Grant Thornton consultants who have experience helping professionals across disciplines, with a focus on strategy consulting and transaction advisory.
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