埃森哲问题分析法教材Accenture IBPS SkillBuilder

StrategyCoreSkillBuilderIssue-BasedProblem-Solving:AntidotetoMentalMessingAround,1,.,WhydopeopleneedIBPSandtrainingtouseiteffectively?,Thecaseoftheleakingwaterbed,ToCounterTendencyTowardMentalMessingAround,Howhighcanagiraffefly?,2,.,IBPSisastructuredapproachtosolvingproblems,withseveralimportantbenefits.,FocusourresearchandanalysisEnsurethoroughinvestigationofaproblemPlanourworkeffort,3,.,Wheretheclientwantstobe,Definetheproblem,Wheretheclientis,Solvetheproblem,Communicatetheanswer,Structuretheideas,Developtheresearchplan,Analyzefindings,Generateideas,Thisapproachtosolvingclientproblemsemphasizesattentiontotheissuesinvolved.,4,.,ThekeytosuccessisusingtheIBPStoolseffectively.,DesiredOutcomesoftheProject:,Sponsors:,OutofScope:,InScope:,KeyDecisionMakers:,CriteriaforQuality:,KeyFacts(Situation):,NeedforChange(Complication):,Client:,KeyQuestion:,BUYERS,CONTEXT,SCOPE,AllocationbySource,Task,ElapsedTime,Analysis,ExecutiveMgmt.,ProjectMgmt.,Expert,Analysis,TOTAL,ExecutiveMgmt.,ProjectMgmt.,ProjectMgmt.,Expert,Analysis,WorkDaysbySkillType,Client,Accenture,5,.,TheIBPSapproachandtoolsarerootedinaskingandansweringquestions.,“Istilldonthavealltheanswers,butImbeginningtoasktherightquestions.”,6,.,OutofScope:Issues,effortbeyondprojectboundaries,DesiredOutcomes:Whattheclientwouldliketohaveattheendoftheproject,BUYERS,KeyDecisionMakers:Whowillresolvecriticalissues,Sponsors:WhobroughtAccenturein,CriteriaforQuality:Theclientscriteriaforaqualityproductorresult,CONTEXT,KeyFacts:Relevantinformationabouttheclientssituation,NeedforChange:Whytheclientneedstochangenowimplications,burningplatforms,etc.,Client:,KeyQuestion:Thebusinessquestiontoanswer,ProblemDefinitionWorksheet,Thefirststepistodefinetheproblemthatwillfocusandsetboundariesfortheengagement.,SCOPE,InScope:Deliverables,targetdates,andissues,7,.,Notallkeyquestionsarecreatedequal.,Isasimple,notacompound,questionIsphrasedclearlyandaccuratelyFocusesattentiononthemostimportantissuesAddressestheneedtochange,CriteriaforaStrongKeyQuestion,8,.,Howfullydoesthiskeyquestionmeetthecriteriaforsuccess?How,ifatall,shouldBigCarentertheonlineautomotivebusinesstoimproveitsprofitability?Isasimplequestion?Isphrasedclearlyandaccurately?Focusesattentiononmostimportantissues?Addressestheneedtochange?,Exercise:ProblemDefinition,INSTRUCTIONS:Pleaserespondbyusingthebluecheckmark,Yes,9,.,Exercise:ProblemDefinition,AccenturehasbeenhiredbytheExecutiveVPofMarketingofasuccessfulsoftwarefirmtoassistwiththelaunchofanewsoftwareproduct.Althoughthecompanyisaleaderinitsfield,itrecognizesthatitscoremarketisbeginningtoslowandthatnewtechnologyisbeginningtoerodeitsmarketshare.Thecompanysnewproduct(codenamedWoodstock)isitsattempttoenterthisnewer,highergrowthmarket.Althoughthetargetlaunchdateisrapidlyapproaching,theVPofMarketingisconcernedthathisteamslaunchplanisnotreadyforprimetime.HehasaskedAccenturetoanalyzethelaunchplan,determinethecompanyscapabilitytoexecuteasuccessfullaunch,andrecommendstepstoimprovethelikelihoodofasuccessfullaunch.Thelaunchplanincorporatesbothamarketingapproachandasalesinitiative.Themarketingapproachaimstocreateawarenessandenthusiasmincurrentcustomersandotherpotentialbuyers.Thesalesinitiativedetailsanapproachtodeployingthecompanyssalesforce.Thecompanywasacquiredbyalargetelecomcompany18monthsago,dueinsomeparttothepotentialofthisnewsoftwareproduct.Theparentcompanyiskeepingawatchfuleyeondevelopmentsatthesoftwarefirmandhasrecentlyreassignedseveralofitsexecutivesintoleadershippositionsatthesoftwarefirm.,DefinethekeyquestionforProjectWoodstock.,10,.,DesiredOutcomesoftheProject:,Sponsors:,OutofScope:,InScope:,KeyDecisionMakers:,CriteriaforQuality:,KeyFacts(Situation):,NeedforChange(Complication):,Client:,KeyQuestion:,Pitfallslurkbeyonddefiningthekeyquestionsontheworksheet.,BUYERS,CONTEXT,SCOPE,11,.,Decompositionofthekeyquestionintoitscomponentissuesistheessenceofissuemapping.,12,.,Shouldwepursuethe1sttimebuyermarketinPCs?,Matchesourtargetsegments?,Differentiatesusinthemarketplace?,Coststoserve?,Revenuepotential?,Bringsustoparitywithcompetitors?,Alignedwithbrandimage?,Keepsuscompetitive?,Totalmarketsize?,Ourlikelymarketshare?,Incrementalsalesandmarketingcosts?,Incrementaloperationalcosts?,Problem/Issue,Sub-issues,Sub-sub-issues,Mappingissuesonatreeensuresthoroughnessandfocus.,Isa1sttimebuyerstrategyalignedwithourcorporatestrategy?,Will1sttimebuyersbeprofitableforus?,13,.,Howtoimproveprofitability?,Increasevolume?,Increaserevenuecapture?,Optimizeprice?,Improvemix?,Stimulatedemand?,Increaseshare?,Thechallengeliesinfindingameaningfulbasisofdecomposition.,Reducecosts?,Increaserevenues?,1.Formula,14,.,Whywerenewproductsalespoor?,Lowquality?,Nottrendyenough?,Notsleekenough?,Thechallengeliesinfindingameaningfulbasisofdecomposition.,Inadequatepromotion?,Poorproductdesign?,2.Framework,Ineffectiveplacement?,Pricetoohigh?,Lackofadvertisingdollars?,Smallsalesforce?,Nobuyinbyheadofmarketing?,Productcameoutlate?,Couldntfindrightchannels?,Manufacturingtooexpensive?,Economysagging?,Counterofferingonbaseprice?,15,.,Thechallengeliesinfindingameaningfulbasisofdecomposition.,3.Creativity,ObstacleTree,DirectAnalogy,Whatarethemajorobstaclestoovercomingthischallenge?ListtheobstaclesOrdertheobstaclesbydifficultyofovercomingWritetheobstaclesonthetreebranches,withtheeasiesttoovercomeatthebottomandthehardestontop,Howcouldweremoveeachobstacle?Writethekeyactionabovetheobstacleonthetree,Challenge,CrumblepackedtightlyOccupytoomuchspacepackedloosely,NaturalanalogyDriedvs.pressed,FlattenPressmoist,Source:Thinkertoys,Source:101CreativeProblemSolvingTechniques,16,.,Startswiththeproblemanddecomposesittoarriveatasolution,Startswithapotentialsolutionanddevelopsarationaletovalidateordisproveit,Makesnoinitialassumptionaboutthemostlikelyoutcome,Assumesananswerandcreatesastructuretotestit,Reason/Action,Reason/Action,Reason/Action,Reason/Action,Reason/Action,Reason/Action,Problem/Issue,PotentialSolution,Issuetreesmayberootedindataorhypotheses.,Hypothesis-Driven,Data-Driven,17,.,Tobelogicallysound,everygroupingmustbemutuallyexclusiveandcollectivelyexhaustive(MECE).,LogiciscompleteateverylevelElementsatanylevelarelogicallypartofthelevelaboveElementsinanygroupingaresamekindofthingandofsamelogicalweight,Acquirenewcustomers,Developcurrentcustomers,HowcanBigCoincreasesales?,Overallincreaseofexistingmarket,Increaseshareofexistingmarket,Enternewmarkets,HowcanBigCoincreasesales?,18,.,Exercise:MECE,WhichtreeisMECE?#1#2,Tree#1,Tree#2,Lowquality?,Nottrendyenough?,Notsleekenough?,Inadequatepromotion?,Poorproductdesign?,Ineffectiveplacement?,Pricetoohigh?,Lackofadvertisingdollars?,Smallsalesforce?,Nobuyinbyheadofmarketing?,Productcameoutlate?,Couldntfindrightchannels?,Manufacturingtooexpensive?,Economysagging?,Counterofferingonbaseprice?,Question:Whywerenewproductsalespoor?,Lowquality?,Nottrendyenough?,Notsleekenough?,Inadequatepromotion?,Poorproductdesign?,Smallsalesforce?,Ineffectiveplacement?,Lackofadvertisingdollars?,Benchmarkbestpractices?,Nobuyinbyheadofmarketing?,Productcameoutlate?,Couldntfindrightchannels?,19,.,Exercise:IssueMapping,Developthenexttwolevelsofthisissuetree.,IstheProjectWoodstockgo-to-marketplanlikelytosucceed?,20,.,ExerciseInstructions,Youwillbeworkingindividuallyonthisexercise.Anannouncementwillbemade5minutesbeforewearereadytodebrief.Whenthe5minuteannouncementismade,youwillenterthefirstbranchesoftheissuetreeintothetextchat.,21,.,IBPSEvaluationChecklist,Howwelldoesthekeyquestionmeetthecriteriaforsuccess?Simplequestion?Phrasedclearlyandaccurately?Focusonmostimportantissues?Addressneedtochange?Wouldthebasisofdecompositionchosenfortheissuetreebelikelytohelpaprojectteam:Understandthedimensionsoftheoverallproblem?Plantheresearchandanalysistoundertake?IstheissuetreeMECE?Istheissuetreedevelopedinadequatedetail?Preciselanguage?Enoughlevels?,22,.,Buildingontheissuetree,thisworksheetcanhelptheteammakekeyplanningdecisions.,IssueAnalysisWorksheet,Issue:keyquestionSub-issue:onebranchofissuetree,“Bestguess”onhowtosolveproblemIssuemayhavemultiplehypotheses,Tools/techniquesteamwillusetoproveordisproveeachhypothesis,LikelylocationormeansofobtainingdataforanalysisPrimaryandsecondarysources,Issue/Sub-issue,AnalysisRequired,Hypothesis,DataRequired/Sources,TimeResourcesQualityCertaintyrequired,FactorsinMakingChoices,Arecompetitorswinningmarketshareonprice?,Yes,productscomparabletoXYZsarebeingsoldlessexpensivelybycompetitors,TrendofaverageproductpricesandcomparisonofXYZspricestothoseofkeycompetitors,Government,association,and/orcompanystatistics;industryliterature,23,.,Exercise:IssueAnalysis,Whatplanningquestionshouldeachsituationtrigger?,Situation,PlanningQuestion,NeedtocompareindustryresultsacrossfivecountriesNeedtoi