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--- week02 [2021/06/21 04:25] – created suhaw
+++ week02 [2021/06/24 08:10] (current) – suhaw
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 ====== Week 002 ======
+===== Thursday 24 June 2021 =====
+==== Ananda ====
+===== Wednesday 23 June 2021 =====
+  * Bill Gates - Co-founder of Microsoft
+    * there are many paths to success
+    * basic knowledge of sciences, economics
+      * not necessary to actually know how to do it, but to know what is possible or not
+  * Howard Schultz - CEO of Starbucks
+    * Believe you can succeed
+  * Reed Hastings - CEO and Co-founder of Netflix
+    * Hierarchy of factories had dominated
+    * creativity needs new ideas, lot more freedom, tolerate small mistakes
+    * manage on edge of chaos
+    * flexibility and innovation, not efficiency
+    * inspiring people instead of supervising them
+  * Richard Branson - Founder of Virgin Group
+    * Passion, enjoy what you do
+===== Tuesday 22 June 2021 =====
+==== Herbert Lian ====
+  * (Re)Frame/Define Problem: SCQ first
+    * Situation: don't waste time, just align with what client wants
+    * Complication: what has changed ?
+    * Question: how to solve the problem arising from the change.
+    * Only when we have a good grasp of the problem framing before moving on to generating hypotheses. Otherwise, go back to fact-finding to be more sure of your diagnosis.
+    * We start off by Framing, then come back to ReFrame if our discussions find the original problem framed is not adequate/appropriate/too wide/narrow, i.e. when the team is stuck
+  * Generate Hypotheses: to Converge ideas: testable assumption/solution/option
+    * Six Sigma DMAIC is purist/comprehensive way of solving problems
+      * that's why for consultants, use hypotheses solving, place your bet by testing
+      * bet based on back of envelop testing
+      * if selected hypothesis is not proven, move on to next bet
+      *
+    * Options are always many, usually the problem is how to whittle down the many solutions into workable action plans
+    * Why turning possible solution into either it works or not, hence result in convergence of possible solutions, i.e. verify or falsify assumptions
+    * Pyramid Principle
+      * Sub-hypotheses: Breakdown the main hypothesis into its component parts
+        * e.g. create new sub-hypotheses to address the people, equipment and location/venue, i.e. pre-conditions
+        * to test the assumptions underlying assumptions
+        * identify the main categories of assumptions that are necessary for the Core Hypothesis
+          * MECE: Mutually Exclusive, Collectively Exhaustive
+  * Plan Your Work
+    * Check/Test hypotheses
+  * Prioritise analyses
+    * Back of envelope/ball park numbers
+    * prioritise: effort required x impact, 80/20 rule
+      * modelling
+      * Quick wins, Big wins(big impact), wild shot(low impact, high effort),possible traps
+    * estimate whether something in consideration is significant
+    * overcome fear of lack of numbers
+    *
 ===== Monday 21 June 2021 =====
-Structuring & Problem Solving
+==== Andrew Osborne ====
+=== Creative Problem Solving ===
+  * Deductive thinking
+    * Mental models
+  * Inductive thinking/approach
+    * illustrated by 95% drop of phone used, air travel
+    * a more accurate answer
+  * "We're always in a box"
+    * Shift from mental model to another
+  * Creative problem solving in Business
+    * Different perspective, e.g. Apples iPhone, iPad, etc, are not new
+  * Tools to shift mental models
+    * De-constrain
+      * Specify problem
+      * List inherent beliefs
+      * Challenge the beliefs
+      * Reframe problem
+      * Illustration: Ryan Air
+    * Re-formulate the question
+      * Be more specific/clearer, based on experience
+      * Well-crafted questions, needs to rigorous to frame the correct practical question
+        * Engaging and aligning
+      * Zoom in on situations that we can visualise
+        * identify target audience
+        * time-bound the issue/problem
+        * mention venue/location
+    * Shift perspective
+      * Generate ideas technique: shift personas/perspectives
+      * use personas representing each customer group
+    * competitor's perspective
+    * future perspective -  think of where you want to be at a certain point in the future, then look back and think of what could have gotten you there
+    * think through the lens of a different company (not related)L philosophy, world view, e.g. Apple
+  * Making decisions
+    * Reframe:
+    * Diverge: quantity of ideas, crazy ideas, brainstorm
+    * Converge: running out of time, judge, analyse, selection criteria
+      * discuss/align/debate
+      * eliminate impractical options
+      * combine options
+      * edit options
+      * list pros and cons
+      * list "good" criteria to judge
+      * take to higher authority
+      * vote: green (low hanging fruits), amber (lay the groundwork for future), red
+      * identify cost(benefit) vs impact
+        * go for low-hanging fruits first
+    * Act:
+  * asd
+==== Structuring & Problem Solving ====
 Four stages:
@@ Line 15: / Line 133: @@
     * Pyramid Principle
     * MECE: Mutually Exclusive, Collectively Exhaustive
+  * Making decisions
+    * Reframe
+    * Diverge
+    * Converge
+    * Act
   *