Post on 21-May-2021
description
Persuasive problem solving in
7 steps
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of McKinsey & Company is strictly prohibited
Training session materials
October 2011
Arendt Brinkmeyer Chesterton Chrysostom Dostoyevsky Foucauld Halimkesuma Kasimo Kennedy Newman Origen Soemohardjo Spaemann Tertullian Tolkien Weil
Antoine Bernard Chrysologus Clement Dietrich Friedrich Fulton Fyodor Hannah José Leonard Lewis Mikhailovich Robert Simone
Executive
page 1
Tuesday, October 11
Problem definition, structuring & prioritization
Pak Haryanto’s speech
Break-out
Break
Issue analyses
Break-out
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
Introduction & ice-breaker8:00 – 8:15
8:15 – 8:45
8:45 – 9:00
9:00 – 10:00
10:00 – 10:15
10:15 – 10:30
10:30 – 11:15
11:15 – 11:30
11:30 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Antoine Bernard Chrysologus Clement Dietrich Friedrich Fulton Fyodor Hannah José Leonard Lewis Mikhailovich Robert Simone
Amantius Athanasius Cantius Gaucherius Evagrius Fulgentius Ignatius Irenaeus Laurentius Nicasius Paschasius Pius Procopius Stephanus Turibius Vergilius
Executive
page 2
Tuesday, October 11
Problem definition, structuring & prioritization
Pak Haryanto’s speech
Break-out
Break
Issue analyses
Break-out
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
Introduction & ice-breaker8:00 – 8:15
8:15 – 8:45
8:45 – 9:00
9:00 – 10:00
10:00 – 10:15
10:15 – 10:30
10:30 – 11:15
11:15 – 11:30
11:30 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Amantius Athanasius Cantius Gaucherius Evagrius Fulgentius Ignatius Irenaeus Laurentius Nicasius Paschasius Pius Procopius Stephanus Turibius Vergilius
Arendt Brinkmeyer Chesterton Chrysostom Dostoyevsky Foucauld Halimkesuma Kasimo Kennedy Newman Origen Soemohardjo Spaemann Tertullian Tolkien Weil
Executive
page 3
Share with us…
•Your name
•1 thing that no one in office knows about you
•What do you expect to get out of this course
Executive
page 4
How can we make the programme a success?
• Take responsibility for your own development
• Be fully attentive (turn off mobile, SMS, Internet, daily routines)
• Participate – make sessions interactive
• Be open-minded – don’t fight the setting
• If confused, ask openly: there are no stupid questions
• This is a training environment – take some risk
• Challenge assumptions – dare to think,
“why not?”
• Focus on ‘process’ rather than ‘answer’/’solution’
• Be open to test creative techniques –also when under pressure
• Assign a rotating facilitator when working in groups.
• Encourage all group members to participate
Rules for the programme Rules for group work
Executive
page 5
Importance of good problem-solving, decision-making and communication
• Get to answers faster
• Use time and resources more efficiently
• Have greater impact on the business
• Free up time to do other things
Executive
page 6
The 7-step problem solving approach
Problem
Build a detailed
work plan
4
1
Define the problem
Break the problem into
issues
Prioritise issues
2 3
5
Conduct critical
analyses
Interpret
findings and build argument
Tell the story
6 7
Do it again!
Executive
page 7
Tuesday, October 11
Problem definition, structuring & prioritization
Break-out
Issue analyses
Break-out
Break
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
9:20 – 9:35
9:35 – 10:20
10:20 – 10:35
10:35 – 11:20
11:20 – 11:30
11:30 – 11:45
11:45 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Executive
page 8
The 7-step problem solving approach
Problem
Build a detailed
work plan
4
1
Define the problem
Break the problem into
issues
Prioritise issues
2 3
5
Conduct critical
analyses
Interpret
findings and build argument
Tell the story
6 7
Do it again!
Executive
page 9
Problem statement
Specific:
Characteristics of good problem statement
Measurable:
Attainable:
Relevant:
Time-bound:
• Be precise with regards to what you want to achieve
• Include a certain figure/amount reflecting
a measurement of quality, quantity, cost, timeliness, or a combination of these
• Ensure that people can be motivated to work towards the problem statement
• Ensure that each person in their role can clearly contribute to achieving the overall target
• Provide certain dates by which results need to happen. Ongoing expectations should specify how often
• Thought-provoking (not factual)
– Should intrigue and generate interest
• Debatable (not statement/assertion)
– No single obvious answer
• Focused on what decision maker needs to move forward
• Pointing towards necessary analysis
Clear statement of problem to be solved
Executive
page 10
Examples of poor problem statements: Oilco refinery is losing money
The Oilco refinery is suffering from poor profitability despite a strong market niche position
Should the Oilco refinery improve its deteriorating position?
Can the Oilco refinery be managed differently to increase profitability?
Indisputable • The answer is obvious but does not
address the problem of how to improve
Too general • Closer to a problem statement but not
actionable• Does not point towards the required
analysis
Statement of fact
• Snap-shot of the situation• No question or hypothesis
Executive
page 11
Examples of good problem statements for the Oilco Refinery case
What opportunities exist for Oilco to improve
annual profitability by USD 40 million from 2007
on, through cost reductions and sustainable
revenue increases?
Oilco should shift to a low-cost local operator
approach, cut overheads, redesign operations
and restructure non-core assets to improve
annual profitability by USD 40 million
OR
Significant and realistic
• Identifies objectives that are
valuable to the organisation
• Points towards a complete set of
analyses
Hypothesis-
driven
Executive
page 12
Problem definition worksheet
Problem statement• The basic question
Decision makers• Audience• Key decision maker
Key forces acting on decision makers• Concerns and issues around the decision• How will you address conflicting agendas
Boundaries and constraints• Time, capital, etc.
Criteria for successful effort • “What does success look like”?Measures• Quantifiable target
Key sources of insight• Where are we going to get the
perspectives/input that we need to solve the problem?
Accuracy • How accurate does the solution have to be
Executive
page 13
Problem definition example: Oilco Refinery case
Problem statement• What opportunities exist for Oilco to improve annual profitability by USD 40 million from 2007 on, through
cost reductions and sustainable revenue increases?
Decision makers• CEO Oilco
• President, Refinery Business
• Oilco Board
Boundaries and constraints• No solutions with greater than 18-month time
frames• No solutions with big capital expenditure needs
Key forces acting on decision makers
CEO
GM
refinery
• Difficult to get approval for other capital
plans until refinery is under way
• Political and community pressures for a
high-employment, prominent refinery
role
• Own improvement plan is under way• Lack of competent people who can
drive the improvement process
Criteria for successful effort1. Very significant improvement in refinery profitability
2. Lower capital expenditure plan
3. Clear set of actions developed to move forward
4. Clear definition of refinery strategic orientation
(growth platform, low cost operator or other)Measures• Change in cash flow, profit (USD 30 million-40
million annually)
• Return on investment
• Cost taken out, capex reduced
Accuracy• Strong directionality more important than detailed
accuracy
Key sources of insight• Insights from industry initiatives in recent years
Executive
page 14
The 7-step problem solving approach
Problem
Build a detailed
work plan
4
1
Define the problem
Break the problem into
issues
Prioritise issues
2 3
5
Conduct critical
analyses
Interpret
findings and build argument
Tell the story
6 7
Do it again!
Executive
page 15
What is a logic tree?
Issue 3Problem
Issue 1
Issue 2
Issue 4
Issue 5
A problem solving tool
that breaks a problem into discrete chunks
with similar properties
Executive
page 16Level of detail
Logic trees answer specific questions at different levels of detail
Question
Idea 1
Idea 2
Idea 3
Idea 1.1
Idea 1.2
Idea 2.1
Idea 2.2
Idea 3.1
Idea 3.2
How / What?
How / What?
Problem definition
Co
ns
iste
nt
Mutually
Exclusive
Collectively
Exhaustive
Formulation of the basic question to be resolved – should be as specific as possible
Complete but non-overlapping list of conceivable solutions
Further levels of detail for ideas, also complete and non-overlapping
Executive
page 17
Start building the logic tree “top down” – if stuck, try “bottom up”
Question
Idea 1
Idea 2
Idea 3
• Start with the overall question• Break it down into logical, MECE
components• Work your way down the tree,
identifying the issues you need to resolve to answer the question
Top down
Bottom up • Start with sub-issues, focusing on the
most important• Group them into logical themes• Construct the tree backwards to the
question • Check for “MECEness” and consistency
Idea 2.1
Idea 2.2
Idea 3.1
Idea 3.2
??
Question
Executive
page 18
Why use logic trees?
• Sort out logic and conduct analyses
• Set priorities
• Divide and allocate work
• Gain a common understanding within the team
• Solving the parts will really solve the problem
• Help focus on key frameworks and theories
• Can even be used to structure (first) documents
How
Why
Executive
page 19
Alternative 1
Different approaches give different insights – don’t be afraid to try multiple angles before deciding
How to have more money…
Link logic tree to the character of the problem and try different approaches
Alternative 2
Food
Lodging
Clothes
Leisure activities
Transportation
Revenue
Day shiftCosts
How to
have more money…
Executive
page 20
Two main types of logic trees
• When you know
enough about
the problem to
formulate sound
hypotheses
When to use it?
• Early in the
problem solving
process, when
you know little
about the
problem
• Proposes a potential solution and identifies the arguments needed to prove or disprove it
• Arguments answer the question “Why?”
Description
• Deconstructs an issue into smaller sub-issues (e.g., measures, criteria)
• Sub-issues answer the question “What?”or “How?”
• Focuses early on
part of the
solution space, to
accelerate
problem solving
Why use it?
• Addresses the entire solution space
• Slow, but steady,
reliable approach to
problem solving
Logic tree
Argument 1
Argument 2
Argument 3
Hypothesis-driven tree
Executive
page 21
The 7-step problem solving approach
Problem
Build a detailed
work plan
4
1
Define the problem
Break the problem into
issues
Prioritise issues
2 3
5
Conduct critical
analyses
Interpret
findings and build argument
Tell the story
6 7
Do it again!
Executive
page 22
The 80/20 rule
Useful
Perfect
Cost effectiveness?
20
80
Percent
100
Benefit achieved in solving the problem
100
Time and effort invested
“Is it better to be roughly right than exactly wrong”
Executive
page 23
How to have more money…
Grocery
Clothing
Lodging
Transportation
Prioritise: Cut off the less important issues
• Focus on key issues• Prioritise your effort on what is
most important – Ask “so what”• Look for gaps• Get agreement in the team
Cut off less important “branches”
”There is nothing so useless as doing efficiently that which should not be done at all”– Peter F. Drucker
Executive
page 24
How to prioritize
Use judgement/intuition
Do back-of-the-envelope calculations
Involve your team
Take risks
20
80
80
20
Time and effort
Focusing
on impact
Polishing
Benefit for problem
solving
Be practical!
Executive
page 25
Example of framework for prioritising ideas
Dif
fic
ult
y o
f im
ple
men
tati
on
Lo
wH
igh
Potential impact
Low High
Discard
(Possibly
recommend for later action)
Recommend for later action
Do now
(Low priority)
Do now
(High priority)
Other potential criteria: • Cost to execute• Time to impact • Risk • Management focus
(perceived or real)
Executive
page 26
Tuesday, October 11
Problem definition, structuring & prioritization
Break-out
Issue analyses
Break-out
Break
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
9:20 – 9:35
9:35 – 10:20
10:20 – 10:35
10:35 – 11:20
11:20 – 11:30
11:30 – 11:45
11:45 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Executive
page 27
Objectives of the exercise
1. Develop a problem definition sheet for Save-a-Penny
2. Structure the problem by using a logic tree
3. Prioritize the key issues in the logic tree (wait for
faculty to come by and help start this off)
Executive
page 28
Tuesday, October 11
Problem definition, structuring & prioritization
Break-out
Issue analyses
Break-out
Break
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
9:20 – 9:35
9:35 – 10:20
10:20 – 10:35
10:35 – 11:20
11:20 – 11:30
11:30 – 11:45
11:45 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Executive
page 29
The 7-step problem solving approach
Problem
Build a detailed
work plan
4
1
Define the problem
Break the problem into
issues
Prioritise issues
2 3
5
Conduct critical
analyses
Interpret
findings and build argument
Tell the story
6 7
Do it again!
Executive
page 30
Build a detailed work plan to go from issue to analyses
Starts with issues from issue tree
A statement of the likely resolution of the issue
Work to be done to prove/disprove hypothesis and therefore resolve the issue
Likely location of data
Person who will obtain the data and undertake the analysis
By when
Statement of the output from the analysis
What would the
“key analysis” look like?
Issue Hypothesis Analysis SourceResponsibility and timing End-product
In the end – Look for the selected few!!
Key issues in hypothesis-driven tree (after prioritisation) Analyses
1
32
1
2
3
Executive
page 31
Tactics for successful issue analysis
Be specific
Determine the best
sources and means
for obtaining
information
Be realistic
Frame each analysis so
that one team member
can cope with it
Syndicatewith the team
Use your teammates
as sounding boards
for hypotheses
Revisit
Update your Issue
Analysis Worksheet and
work plan as you
proceed with problem
solving
Executive
page 32
The 7-step problem solving approach
Problem
Build a detailed
work plan
4
1
Define the problem
Break the problem into
issues
Prioritise issues
2 3
5
Conduct critical
analyses
Interpret
findings and build argument
Tell the story
6 7
Do it again!
Executive
page 33
Plan around the fact that data is often neither available nor accurate
Executive
page 34
None
Complete
Availability of data
Soft, qualitativeHard, quantitative
Character of data
Reports, databases, etc.
Get samples
Make surveys
Interviews – ask the same questions and make a chart
Making analyses with no hard data
Use alternative sources of data (experts, press-clippings, etc.)
Executive
page 35
Be extra critical of data if results are inconclusive or dubious…
Do sanity checks and use common sense• What would it
mean…
Seek advice• Team • Expert
interviews
Try different data sources• Exports to DE
from DK vs. imports to DE from DK
Go back 1 step • Have you
overlooked a factor?
Validation of results
Executive
page 36
Tips and tricks for conducting analysis
• A few good analyses can make or break a business case
• You will never get all the data you would like to have, so be pragmatic and flexible from the beginning
• Keep searching for other, less obvious answers, and make sure to sanity check your results – do they make sense?
• Be prepared to revise your hypotheses as evidence accumulates – even at the last minute
Executive
page 37
Tuesday, October 11
Problem definition, structuring & prioritization
Break-out
Issue analyses
Break-out
Break
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
9:20 – 9:35
9:35 – 10:20
10:20 – 10:35
10:35 – 11:20
11:20 – 11:30
11:30 – 11:45
11:45 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Executive
page 38
Exercise information: Issue analysis and work planning
for Save-a-Penny
• Break down the core issues for Save-a-Penny to determine what
analysis to make
• Develop a 5-hour work plan for Save-a-Penny analysis, including
data collection and interviews; include analysis, data requests,
and interview guide
– Focus on the “killer analysis” that will help you the most
What?
Who? • You and your breakout team
• Detailed issues and analysis overview
• Work plan for how to crack the Save-a-Penny caseEnd products?
BREAKOUT EXERCISE
Executive
page 39
Tuesday, October 11
Problem definition, structuring & prioritization
Break-out
Issue analyses
Break-out
Break
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
9:20 – 9:35
9:35 – 10:20
10:20 – 10:35
10:35 – 11:20
11:20 – 11:30
11:30 – 11:45
11:45 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Executive
page 40
Tuesday, October 11
Problem definition, structuring & prioritization
Break-out
Issue analyses
Break-out
Break
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
9:20 – 9:35
9:35 – 10:20
10:20 – 10:35
10:35 – 11:20
11:20 – 11:30
11:30 – 11:45
11:45 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Executive
page 41
The 7-step problem solving approach
Problem
Build a detailed
work plan
4
1
Define the problem
Break the problem into
issues
Prioritise issues
2 3
5
Conduct critical
analyses
Interpret
findings and build argument
Tell the story
6 7
Do it again!
Executive
page 42
Summary versus synthesis: what’s the difference?
FACTS
• I have misplaced my keys
• My passport isn't whereI thought it was
• I'm 2 months behindon my tax return
SUMMARY
?
SYNTHESIS
?
Executive
page 43
SYNTHESIS
?
Summary versus synthesis: extracting a higher level of meaning
SUMMARY
I’ve lost my keys and passport and
I'm behind on my tax return
FACTS
• I have misplaced my keys
• My passport isn't whereI thought it was
• I'm 2 months behindon my tax return
SYNTHESIS
I’ve been sloppy
Executive
page 44
Structure messages into pyramids with one governing thought
* Same degree of abstraction at each level
Coherence*
Governing thought
Syn
thes
is
Com
munication
Particular insights, reasons, steps, benefits, etc.
Analyses, results
Back-up
Facts, assumptions, etc.
Resolution
What should be done?
Why should it be done?
How do you know?
Recommendation
Back-up
Executive
page 45
Group insights logically to answer your audience’s
anticipated sequence of questions
Do the points address the same kind of issue at each level: reasons, steps, actions, examples, etc?
1.
2. Are the points in logical order?
3. Do they answer decisive questions in the right order“What?”“Why?”“How?”
What?
Why?
How?
4. Are points full messages (full statements)?
Are points at the same level
of structure and abstraction?
5.
Is it MECE? (Mutually Exclusive, Collectively Exhaustive)
6.
Executive
page 46
Choose right structure for your audience
Reasons
Actions
Receptive audience
vs.
vs.
vs.
Reasoning
Need for action
Resistant audience
ArgumentGrouping
Governing thought
Governing thought
Executive
page 47
Synthesis helps develop a powerful and effective main message
What is the one thing I
want my audience to think or do as a result of
this communication?
Main message must be:
•Targeted
•Overarching
•Powerful•Supportable
Executive
page 48
Example grouping structure
Source: McKinsey
Good project managers contribute
extensive
capabilities in 3
dimensions
They possess a set of broad
management skills
Results-
oriented
Leadership
skills
Ability to
delegate
Good time
management
Their professional
qualifications are outstanding
(specialised
expertise)
Sufficient
knowledge
of subject area
Familiarity
with the
organisation
Understanding
of market
requirements
They have polished
interpersonal skills
Ability to
work well
in a team
Conflict
managementCoaching
One governing thought at the top (key message)
Overarching conclusions in completesentence
Module 12 – page 17a
Executive
page 49
Example argument structure
Why?
We should enter the market for fashionable shoes for young people
We should offer more
fashionable
products that target a
younger
clientele
Our advertising
strategy
should be aligned to
young
consumers
Evidence?
We should develop a
market entry strategy for young shoe fashions
("Therefore ...")
Evidence?
Purchasing
power of
consumers
over 35 is
declining –they are
investing in
other products
Our current focus is on the stagnating market for
customers over 35
85% of our
customersare over 35
(“However..")
Evidence?
The market outlook for
young shoe fashions is
attractive
High market
potential –
60% of young consumers are
interested in
fashionable,
unconventional
shoes
High buying
power among
young consumers –
disposable
income
among young
people is up
One key statement at the top
Executive
page 50
The 7-step problem solving approach
Problem
Build a detailed
work plan
4
1
Define the problem
Break the problem into
issues
Prioritise issues
2 3
5
Conduct critical
analyses
Interpret
findings and build argument
Tell the story
6 7
Do it again!
Executive
page 51
Transferring the storyline into a storyboard or “dummy pack”
Steps
7 Put charts together accordingly for
the presentation
1 Determine the title – Which topic
am I dealing with/what is my main message?
6 Divide charts among workstreams(if working in team) and add detail
• Chart title• Visual/verbal support
4 Formulate message for all charts
in complete sentences – normally
according to the storyline
5 Roughly sketch out charts – With
which visualisation can I support the charts?
2 Write story (storyline/key messages) – What are my key
messages?
This can serve as agenda
(Introduction: why are we where?)
Situation
Complication
Resolution (recommendation)
(Governing thought
Succeeding with resolution requires
• Point 1• Point 2• Point 3
Agenda
Agenda
• Introduction (why act)• Succeeding with X requires
1+2+3• Next steps• Who does what• “Y” is attractive (assessment
of that other thing you wanted
Messageexhibit title
?
Title100% = xxx
• …
• …
• …
• …
• …
• …
• …
Message
exhibit titleMessage
exhibit title
… … … …
• … • … • … • …
Messageexhibit title
Messageexhibit title
• …• …• …
Messageexhibit title
21
5
8
11
4
7
10
1413
3
6
9
12
(Cover Page: Title)
Next steps
Succeeding with resolution requires
• Point 1• Point 2• Point 3
Succeeding with resolution requires
• Point 1• Point 2• Point 3
• Introduction (why act)• Succeeding with X requires
1+2+3• Next steps• Who does what• “Y” is attractive
3
ILLUSTRATIVE
Executive
page 52
Reasons for drafting a storyboard or “dummy pack” first
A storyboard or “dummy pack”
• Communicates your end product well in advance
– Increases the comfort level of others
– Allows you to capture input from the team and modify your direction
early
• Structures your analysis by tying your work to the issue tree
• Focuses your analysis on the critical questions and indicates the
appropriate level of detail
• Ensures your analysis most effectively proves the point you are trying
to make
• Clarifies your data needs and the format you need for your data
Executive
page 53
Try to make visual slides rather than text slides
• An image can synthesise a great mass of facts into an effective
message
• Images help the audience remember what they have seen
• Relationships between numerical data are intuitively understood
when presented graphically instead of as text points
Executive
page 54
Key success factors for exhibit design
0
100
200
300
400
500
Jan Feb 1999 2000 2001 2002 2003 2004
Sales of X are steadily increasing
USD Millions
One clear message per chart
Contentand title work
together
Legible!
Simplicity and
consistency
in format
Less is better
The message drives the
design
Source: Zelazny, Say It with Charts
Executive
page 55
Message titles tell the audience your interpretation of the data
* In 2000 dollars
Source: Team analysis
-15
-10
-5
0
5
10
15
20
25
30
35
40
2000
Cash flow turns positive by 2003
2001 2002 2003 2004 2005 2006
Cumulative cash
flow
Annual cash flowUSD Millions*
PRELIMINARY
“Message title”Briefly states the
“so what” of the
chart
Source: Zelazny, Say It with Charts
Executive
page 56
Tuesday, October 11
Problem definition, structuring & prioritization
Break-out
Issue analyses
Break-out
Break
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
9:20 – 9:35
9:35 – 10:20
10:20 – 10:35
10:35 – 11:20
11:20 – 11:30
11:30 – 11:45
11:45 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Executive
page 57
Objectives for this exercise
1. Synthesize key findings from the analyses provided
2. Finalize recommendations based on findings
3. Develop a storyline using the pyramid principle
Executive
page 58
Tuesday, October 11
Problem definition, structuring & prioritization
Break-out
Issue analyses
Break-out
Break
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
9:20 – 9:35
9:35 – 10:20
10:20 – 10:35
10:35 – 11:20
11:20 – 11:30
11:30 – 11:45
11:45 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda
Executive
page 59
Share with us…
•1 learning from this course (cannot be repeated)
Executive
page 60
Tuesday, October 11
Problem definition, structuring & prioritization
Break-out
Issue analyses
Break-out
Break
Synthesis and recommendation development
Break-out
Wrap-up (learnings & feedback)
9:20 – 9:35
9:35 – 10:20
10:20 – 10:35
10:35 – 11:20
11:20 – 11:30
11:30 – 11:45
11:45 – 12:30
12:30 – 13:00
Lunch13:00 – 14:00
Problem Solving Techniques Workshop Agenda