Joined in 2023 
82 
63 About this deal
Example: “We need to initiate a robust conversation with our stakeholders and gatekeepers that’s structured to fine tune our approach.” Topics including ‘developing an approach’, ‘interviewing for information’, ‘brainstorming’ and ‘selling the idea’ have actionable recommendations which we can benefit from by putting them into use in our own jobs. When you propose or work extensively with a running hypothesis, it’s easy to get emotionally attached and turn the problem-solving process into a proving exercise. So keep an open mind and listen to what the data have to say. Real meaning: Tell me you haven’t missed something big in your analysis that is going to bite us in the heiny. Chapter 6: The Hypothesis-Driven Approach This chapter introduces the hypothesis-driven approach, which involves developing hypotheses about a problem and then using data to test those hypotheses. It provides advice on how to develop and test hypotheses effectively.
Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.If you don’t take shortcuts, there is simply too much to do. Be selective. Find the key drivers. Focus on the core problem, then apply analysis. This helps avoid going down blind alleys and boiling the ocean. Tip 8: The Elevator Test Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?
Chapter 7: The Fact-Based Approach This chapter explains the importance of using data to support one’s arguments. It provides advice on how to gather and analyze data effectively, and how to present data in a way that is compelling and persuasive. Last but not least, look for the best practice. Find out what the best performers in the field are doing and learn from them.
The McKinsey Way
Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?” Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree. Example: “OK, so you’ve found that the client sells more beer in Australia than in New Zealand. But what’s the so-what?” What stays with me is the rigorous standard of information and analysis, the proving and double-proving of every recommendation, combined with the high standard of communication both to clients and within the Firm.” – Former associate in the Boston and New York offices
Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative. You should also get buy-ins throughout the organization along the process. Every important party has to agree with you. Ideally, the final document has already been discussed many times through many rounds with the client before the official presentation. Doing research Book Genre: Buisness, Business, Economics, Entrepreneurship, Finance, Leadership, Management, Nonfiction, Productivity, Self Help
Check-In
Before the session, prepare in advance as much supporting data as possible. It will come handy in the process.Inside the White room: Start with tabula rasa — a clean slate. When you get your team into the room, leave your preconceptions at the door. Bring in only the facts, and find new ways of looking at them. Part 4: How to excel as a junior consultant Structured approach for many commonsensical things business professionals naturally do (some may see this as a con)
Great Deal 
New Comment