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Solving Business Problems Exercise Handout

This document outlines Mike Figliuolo's problem-solving process in 3 steps: 1. Pin the Problem by clearly defining the problem statement, objectives, stakeholders, and constraints. Evaluate prior efforts and derive new perspectives. 2. Sort aspects of the problem into distinct categories for analysis. Pick the best paths by taking a high-level view and only analyzing necessary details. 3. Make assertions by stating clear truths supported by facts. Provide evidence so the best assertion wins when perspectives conflict.

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735 views

Solving Business Problems Exercise Handout

This document outlines Mike Figliuolo's problem-solving process in 3 steps: 1. Pin the Problem by clearly defining the problem statement, objectives, stakeholders, and constraints. Evaluate prior efforts and derive new perspectives. 2. Sort aspects of the problem into distinct categories for analysis. Pick the best paths by taking a high-level view and only analyzing necessary details. 3. Make assertions by stating clear truths supported by facts. Provide evidence so the best assertion wins when perspectives conflict.

Uploaded by

Hà An
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Solving Business Problems

with Mike Figliuolo

Exercise Handout
The Problem-Solving Process

s Narro
Option w the
Optio
erate ns A
Gen nalyze th
e Pat
hs
o blem Adva
Pr nce Y
the our A
Pin nswe
r

Con
cep g
tua l Thinkin
l Th itica
ink
ing Cr

Output Output Output Output Output


Clearly defined Factors and issues Possible solutions Deep analysis Synthesis of
problem statement affecting answer scoped as of hypothesized data into a clear,
with success criteria defined and hypotheses and answers; paths structured,
categorized most likely answers either confirmed or and compelling
chosen for analysis eliminated with data recommendation

Solving Business Problems with Mike Figliuolo 1 of 4


Pin the Problem: Pinning Questions
What is the high-level problem?
Answer focusing questions.

What is the objective?

Who are the stakeholders/influencers?

How will you measure success?

What will be the specific scope?

What constraints exist?

Evaluate prior efforts.

Has this problem been considered in the past? What’s different now?

Were there any challenges last time this was addressed?

What ingoing assumptions limit our thinking?

Who was involved in the problem-solving?

Derive insights from new lenses.

What are the perspectives of the CEO, frontline staff, customers?

What is the 10,000 ft view vs. the 50 ft view?

Can you reimagine the problem in new ways?

What happens if you remove built-in constraints?

Understand relevant causalities.

Are elements of the problem derived from other elements?

What are the root causes of this problem?

Is there actually a deeper or preceding problem?

Are there repercussions to anticipate?

Are there chronology/sequence issues relating to the problem?

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The Problem-Solving Process

Product A Region 1 Short term

Sales Product B Salesforce Region 2 Strategy Mid term

Product C Region 3 Long term

Current
Revenues Financial
customers

Profits Challenges Marketing Segments

Prospect
Costs Strategy
customers

Sort aspects of the problem into distinct/complete categories by function or theme.


Some will be related. Others will be different enough to merit a separate category.
Limit number of primary categories for easy mapmaking.

As You Analyze, Pick the Best Paths in the Least Time


“High Road” – Look from Above
Always revisit your best guess and the “pinned” problem.
Estimate expected rewards before you start detailed analysis.
Use 80/20 and back-of-envelope thinking.
Use experts as data sources.
Share good ideas.
Test your thinking.

“Low Road” – Evaluate the Ground


Only run the numbers you need to run.
Don’t wander into the weeds for too long.
Beware of “polishing dirt.”
Focus your attention on only the best paths.
Get back on the high road regularly to regain perspective and get out of the details.
Trust your gut. Take risks!

Solving Business Problems with Mike Figliuolo 3 of 4


Guiding Principles on Assertions
Assertions are truths stated for persuasion.
Assertions are clear, explicit, and direct – the audience knows where you stand.
The difference between a strong assertion and a weak opinion is the facts.
In a conflict of assertions, the best evidence wins.
Once an audience agrees with your assertion’s proofs, controversy disappears.

Solving Business Problems with Mike Figliuolo 4 of 4

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