问题分析法教材AccentureIBPSSkillBuilder课件

StrategyCoreSkillBuilder

Issue-BasedProblem-Solving:

AntidotetoMentalMessingAroundWhydopeopleneedIBPS–andtrainingtouseiteffectively?ThecaseoftheleakingwaterbedToCounterTendencyTowardMentalMessingAroundHowhighcanagiraffefly?1©Accenture2004IBPSisastructuredapproachtosolvingproblems,withseveralimportantbenefits.FocusourresearchandanalysisEnsurethoroughinvestigationofaproblemPlanourworkeffort2©Accenture2004WheretheclientwantstobeDefinetheproblemWheretheclientisSolve

theproblemCommunicatetheanswerStructuretheideasDeveloptheresearchplanAnalyzefindingsGenerateideasThisapproachtosolvingclientproblemsemphasizesattentiontotheissuesinvolved.3©Accenture2004ThekeytosuccessisusingtheIBPStoolseffectively.DesiredOutcomesoftheProject:Sponsors:OutofScope:InScope:KeyDecisionMakers:CriteriaforQuality:KeyFacts(Situation):NeedforChange(Complication):Client:KeyQuestion:BUYERSCONTEXTSCOPEAnalysisRequired

DataRequired/Sources

Issue/Sub-Issue

Hypothesis/SpecificQuestion

Allocation

bySourceTaskElapsed

Time

AnalysisExecutive

Mgmt.Project

Mgmt.ExpertAnalysisTOTALExecutive

Mgmt.Project

Mgmt.Project

Mgmt.ExpertAnalysisWorkDaysbySkillTypeClientAccenture4©Accenture2004TheIBPSapproachandtoolsarerootedinaskingandansweringquestions.“Istilldon’thavealltheanswers,butI’mbeginningtoasktherightquestions.”

5©Accenture2004OutofScope:Issues,effortbeyondprojectboundariesDesiredOutcomes:WhattheclientwouldliketohaveattheendoftheprojectBUYERSKeyDecisionMakers:WhowillresolvecriticalissuesSponsors:WhobroughtAccentureinCriteriaforQuality:Theclient’scriteriaforaqualityproductorresultCONTEXTKeyFacts:Relevantinformationabouttheclient’ssituationNeedforChange:Whytheclientneedstochangenow—implications,burningplatforms,etc.Client:KeyQuestion:ThebusinessquestiontoanswerProblemDefinitionWorksheetThefirststepistodefinetheproblemthatwillfocusandsetboundariesfortheengagement.SCOPEInScope:Deliverables,targetdates,andissues6©Accenture2004Notallkeyquestionsarecreatedequal.Isasimple,notacompound,questionIsphrasedclearlyandaccuratelyFocusesattentiononthemostimportantissuesAddressestheneedtochangeCriteriaforaStrongKeyQuestion7©Accenture2004Howfullydoesthiskeyquestionmeetthecriteriaforsuccess?How,ifatall,shouldBigCarentertheonlineautomotivebusinesstoimproveitsprofitability?

Isasimplequestion?Isphrasedclearlyandaccurately?Focusesattentiononmostimportantissues?Addressestheneedtochange?Exercise:ProblemDefinitionINSTRUCTIONS:PleaserespondbyusingthebluecheckmarkYes8©Accenture2004Exercise:ProblemDefinitionAccenturehasbeenhiredbytheExecutiveVPofMarketingofasuccessfulsoftwarefirmtoassistwiththelaunchofanewsoftwareproduct.Althoughthecompanyisaleaderinitsfield,itrecognizesthatitscoremarketisbeginningtoslowandthatnewtechnologyisbeginningtoerodeitsmarketshare.Thecompany’snewproduct(codenamedWoodstock)isitsattempttoenterthisnewer,highergrowthmarket.Althoughthetargetlaunchdateisrapidlyapproaching,theVPofMarketingisconcernedthathisteam’slaunchplanisnotreadyforprimetime.HehasaskedAccenturetoanalyzethelaunchplan,determinethecompany’scapabilitytoexecuteasuccessfullaunch,andrecommendstepstoimprovethelikelihoodofasuccessfullaunch.Thelaunchplanincorporatesbothamarketingapproachandasalesinitiative.Themarketingapproachaimstocreateawarenessandenthusiasmincurrentcustomersandotherpotentialbuyers.Thesalesinitiativedetailsanapproachtodeployingthecompany’ssalesforce.Thecompanywasacquiredbyalargetelecomcompany18monthsago,dueinsomeparttothepotentialofthisnewsoftwareproduct.Theparentcompanyiskeepingawatchfuleyeondevelopmentsatthesoftwarefirmandhasrecentlyreassignedseveralofitsexecutivesintoleadershippositionsatthesoftwarefirm.DefinethekeyquestionforProjectWoodstock.9©Accenture2004DesiredOutcomesoftheProject:Sponsors:OutofScope:InScope:KeyDecisionMakers:CriteriaforQuality:KeyFacts(Situation):NeedforChange(Complication):Client:KeyQuestion:Pitfallslurkbeyonddefiningthekeyquestionsontheworksheet.BUYERSCONTEXTSCOPE10©Accenture2004Decompositionofthekeyquestionintoitscomponentissuesistheessenceofissuemapping.11©Accenture2004Shouldwepursuethe1sttimebuyermarketinPCs?Matchesourtargetsegments?Differentiatesusinthemarketplace?Coststoserve?Revenuepotential?Bringsustoparitywithcompetitors?Alignedwithbrandimage?Keepsuscompetitive?Totalmarketsize?Ourlikelymarketshare?Incrementalsalesandmarketingcosts?Incrementaloperationalcosts?Problem/IssueSub-issuesSub-sub-issuesMappingissuesonatreeensuresthoroughnessandfocus.Isa1sttimebuyerstrategyalignedwithourcorporatestrategy?Will1sttimebuyersbeprofitableforus?12©Accenture2004Howtoimproveprofitability?Increasevolume?Increaserevenuecapture?Optimizeprice?Improvemix?Stimulatedemand?Increaseshare?Thechallengeliesinfindingameaningfulbasisofdecomposition.Reducecosts?Increaserevenues?1.Formula13©Accenture2004Whywerenewproductsalespoor?Lowquality?Nottrendyenough?Notsleekenough?Thechallengeliesinfindingameaningfulbasisofdecomposition.Inadequatepromotion?Poorproductdesign?2.FrameworkIneffectiveplacement?Pricetoohigh?Lackofadvertisingdollars?Smallsalesforce?Nobuyinbyheadofmarketing?Productcameoutlate?Couldn’tfindrightchannels?Manufacturingtooexpensive?Economysagging?Counterofferingonbaseprice?14©Accenture2004Thechallengeliesinfindingameaningfulbasisofdecomposition.3.CreativityObstacleTreeDirectAnalogyWhatarethemajorobstaclestoovercomingthischallenge?ListtheobstaclesOrdertheobstaclesbydifficultyofovercomingWritetheobstaclesonthetreebranches,withtheeasiesttoovercomeatthebottomandthehardestontopHowcouldweremoveeachobstacle?WritethekeyactionabovetheobstacleonthetreeChallengeCrumblepackedtightlyOccupytoomuchspacepackedlooselyNaturalanalogyDriedvs.pressedFlattenPressmoistSource:ThinkertoysSource:101CreativeProblemSolvingTechniques15©Accenture2004Startswiththeproblem

anddecomposesittoarriveatasolutionStartswithapotentialsolutionanddevelopsarationaletovalidateordisproveitMakesnoinitialassumptionaboutthemostlikelyoutcomeAssumesananswer

andcreatesastructuretotestitReason/

ActionReason/

ActionReason/

ActionReason/ActionReason/ActionReason/ActionProblem/

IssuePotential

SolutionIssuetreesmayberootedindataorhypotheses.Hypothesis-DrivenData-Driven16©Accenture2004Tobelogicallysound,everygroupingmustbemutuallyexclusiveandcollectivelyexhaustive(MECE).LogiciscompleteateverylevelElementsatanylevelarelogicallypartofthelevelaboveElementsinanygroupingaresamekindofthingandofsamelogicalweightAcquirenewcustomersDevelopcurrentcustomersHowcanBigCo

increasesales?OverallincreaseofexistingmarketIncreaseshareofexistingmarketEnternewmarketsHowcanBigCoincreasesales?17©Accenture2004Exercise:MECEWhichtreeisMECE? #1 #2Tree#1Tree#2Lowquality?Nottrendyenough?Notsleekenough?Inadequatepromotion?Poorproductdesign?Ineffectiveplacement?Pricetoohigh?Lackofadvertisingdollars?Smallsalesforce?Nobuyinbyheadofmarketing?Productcameoutlate?Couldn’tfindrightchannels?Manufacturingtooexpensive?Economysagging?Counterofferingonbaseprice?Question:Whywerenewproductsalespoor?Lowquality?Nottrendyenough?Notsleekenough?Inadequatepromotion?Poorproductdesign?Smallsalesforce?Ineffectiveplacement?Lackofadvertisingdollars?Benchmarkbestpractices?Nobuyinbyheadofmarketing?Productcameoutlate?Couldn’tfindrightchannels?18©Accenture2004Exercise:IssueMappingDevelopthenexttwolevelsofthisissuetree.IstheProjectWoodstockgo-to-marketplanlikelytosucceed?19©Accenture2004ExerciseInstructionsYouwillbeworkingindividuallyonthisexercise.Anannouncementwillbemade5minutesbeforewearereadytodebrief.Whenthe5minuteannouncementismade,youwill

enterthefirstbranchesoftheissuetreeintothetextchat.20©Accenture2004IBPSEvaluationChecklistHowwelldoesthekeyquestionmeetthecriteriaforsuccess?Simplequestion?Phrasedclearlyandaccurately?Focusonmostimportantissues?Addressneedtochange?Wouldthebasisofdecompositionchosenfortheissuetreebelikelytohelpaprojectteam:Understandthedimensionsoftheoverallproblem?Plantheresearchandanalysistoundertake?IstheissuetreeMECE?Istheissuetreedevelopedinadequatedetail?Preciselanguage?Enoughlevels?21©Accenture2004Buildingontheissuetree,thisworksheetcanhelptheteammakekeyplanningdecisions.IssueAnalysisWorksheetIssue:

keyquestionSub-issue:

onebranch

ofissuetree“Bestguess”onhowtosolveproblemIssuemayhavemultiplehypothesesTools/techniques

teamwilluseto

proveordisprove

eachhypothesisLikelylocationormeansofobtainingdataforanalysisPrimaryandsecondarysourcesIssue/

Sub-issueAnalysisRequiredHypothesisDataRequired/

SourcesTimeResourcesQualityCertaintyrequiredFactorsin

MakingChoicesArecompetitorswinningmarketshareonprice?Yes,productscomparabletoXYZ’sarebeingsoldlessexpensivelybycompetitorsTrendofaverageproductpricesandcomparisonofXYZ’spricestothoseofkeycompetitorsGovernment,association,and/orcompanystatistics;industryliterature22©Accenture2004Exercise:IssueAnalysisWhatplanningquestionshouldeachsituationtrigger?SituationPlanningQuestionNeedtocompareindustryresultsacrossfivecountriesNeedtointerview50executivesforinsightsinto

theclient’ssituationCreateIT