week02
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| week02 [2021/06/21 07:30] – [Monday 21 June 2021] suhaw | week02 [2021/06/24 08:10] (current) – suhaw | ||
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| ====== Week 002 ====== | ====== Week 002 ====== | ||
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| + | ===== Thursday 24 June 2021 ===== | ||
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| + | ==== Ananda ==== | ||
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| + | ===== Wednesday 23 June 2021 ===== | ||
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| + | * 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 | ||
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| + | ===== Tuesday 22 June 2021 ===== | ||
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| + | ==== Herbert Lian ==== | ||
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| + | * (Re)Frame/ | ||
| + | * Situation: don't waste time, just align with what client wants | ||
| + | * Complication: | ||
| + | * 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/ | ||
| + | * Generate Hypotheses: to Converge ideas: testable assumption/ | ||
| + | * Six Sigma DMAIC is purist/ | ||
| + | * that's why for consultants, | ||
| + | * 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: | ||
| + | * e.g. create new sub-hypotheses to address the people, equipment and location/ | ||
| + | * 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/ | ||
| + | * prioritise: effort required x impact, 80/20 rule | ||
| + | * modelling | ||
| + | * Quick wins, Big wins(big impact), wild shot(low impact, high effort), | ||
| + | * estimate whether something in consideration is significant | ||
| + | * overcome fear of lack of numbers | ||
| + | * | ||
| ===== Monday 21 June 2021 ===== | ===== Monday 21 June 2021 ===== | ||
| - | Andrew Osborne | + | ==== Andrew Osborne |
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| + | === Creative Problem Solving === | ||
| - | Creative Problem Solving | ||
| * Deductive thinking | * Deductive thinking | ||
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| * Different perspective, | * Different perspective, | ||
| * Tools to shift mental models | * Tools to shift mental models | ||
| - | * De-contrain | + | * De-constrain |
| * Specify problem | * Specify problem | ||
| * List inherent beliefs | * List inherent beliefs | ||
| Line 27: | Line 93: | ||
| * Re-formulate the question | * Re-formulate the question | ||
| * Be more specific/ | * Be more specific/ | ||
| - | * Well-crafted questions | + | * Well-crafted questions, needs to rigorous to frame the correct practical question |
| + | * Engaging and aligning | ||
| * Zoom in on situations that we can visualise | * Zoom in on situations that we can visualise | ||
| * identify target audience | * identify target audience | ||
| * time-bound the issue/ | * time-bound the issue/ | ||
| * mention venue/ | * mention venue/ | ||
| + | * Shift perspective | ||
| + | * Generate ideas technique: shift personas/ | ||
| + | * use personas representing each customer group | ||
| + | * competitor' | ||
| + | * 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/ | ||
| + | * eliminate impractical options | ||
| + | * combine options | ||
| + | * edit options | ||
| + | * list pros and cons | ||
| + | * list " | ||
| + | * 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 | * asd | ||
| - | Structuring & Problem Solving | + | ==== Structuring & Problem Solving |
| Four stages: | Four stages: | ||
week02.1624260638.txt.gz · Last modified: 2021/06/21 07:30 by suhaw