Persuasive Problem Solving in 7 Steps

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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

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McKinsey & Company - Persuasive Problem Solving in 7 Steps - 2011

Transcript of Persuasive Problem Solving in 7 Steps

Page 1: Persuasive Problem Solving in 7 Steps

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

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Executive

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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

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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

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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

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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

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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

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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!

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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

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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!

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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

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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

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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

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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

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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

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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!

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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

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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

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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

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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

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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…

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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

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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!

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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”

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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

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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!

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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)

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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

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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)

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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

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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!

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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

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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

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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!

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Plan around the fact that data is often neither available nor accurate

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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.)

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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

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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

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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

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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

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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

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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

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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!

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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

?

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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

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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

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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.

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Choose right structure for your audience

Reasons

Actions

Receptive audience

vs.

vs.

vs.

Reasoning

Need for action

Resistant audience

ArgumentGrouping

Governing thought

Governing thought

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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

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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

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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

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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!

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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

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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

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Executive

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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

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Executive

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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

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Executive

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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

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Executive

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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

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Executive

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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

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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

Page 60: Persuasive Problem Solving in 7 Steps

Executive

page 59

Share with us…

•1 learning from this course (cannot be repeated)

Page 61: Persuasive Problem Solving in 7 Steps

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