麦肯锡结构性思考力.ppt

Problem-solving and decision-making
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the anisation without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not plete record of the discussion.
July, 2011
Importance of good problem-solving and decision-making
Get to answers faster
Use time and resources more efficiently
Have greater impact on the business
Free up time to do other things
1
Objectives and approach for session
Objectives
Introduce an approach/tools you can add to your toolkit of skills and use for many types of problem solving
Approach
Learn key elements of approach through plenary lecture and discussion
2
McKinsey’s problem solving approach
C R E A T I V E T H I N K I N G
Logical problem solving
Impact-driven
Focused
Fact-based
IMPACT
3
Synthesis
Analysis
The problem-solving cycle
Problem definition
Problem structuring
Prioritisation
Issue analysis and work plan
Problem
?
-mend-ations
© McKinsey & Company
Think next iteration: what are the team’s next priorities?
Focus for today
4
Step 1: Define the problem
-menda-tions
Synthesis
Problem definition
Struc-turing
Priori-tising
Issue analysis
Analysis
C O M M U N I C A T I O N
?
!
Problem
Impact
Think IMPACT: What is the question you are trying to answer?
5
What is a good problem definition?
What are characteristics of a good problem definition?
What are “must-have” elements to
Ensure we get to the best answer?
Ensure our answer is practical and implementable?
What are mon pitfalls?
A ‘problem definition’ is a way to frame a problem so that we are clear up front on what we are trying to solve, and what ess will look like
6
Problem statements help sharpen your thinking about the problem
What are we trying to achieve?
Focuses the work and ensures that findings can be acted on. The more