Often faced with limited time, capital and capacity, management teams rush towards working on a solution for the perceived problem which can often be the symptom, not the true problem. Effective problem solving generally is a five-step process: (1) identify the problem; (2) determine the analysis required to solve the problem; (3) what information is needed to conduct the analysis; (4) do the analysis and determine the solution; and (5) develop the solution implementation plan.
To truly identify the problem, it is helpful to determine the 3 to 5 factors that are integral to the perceived problem. These factors are the components of the problem. In your analysis phase, explore when did these components start? If it is a sequence of events look at them from front to back and then from back to front to understand the flow and ramifications of each step. Information required to do analysis – do not fall into the trap of using easily available information. You do not need information, you need the right information. Get it.
In doing your analysis, remember that data, information and analysis are not by themselves the source of a solution. All that work needs to reviewed by management and consultants that have the relevant experience and business judgement to determine what informed conclusions are to be derived from the analysis that was done.
The optimal solution can easily become the wrong solution unless it is successfully implemented. To install the proper fix, you need to explain to all impacted parties why the status quo is not sustainable, create a vision of what the future state will be and illustrate all the advantages of this future state over the status quo. True transformation in an organization comes from clearly defining the problem, not a symptom of the problem, and doing a thorough analysis on a problem’s component segments and then infusing managerial and consulting experience into the analysis to create true organization change.
