BCG Rise - DTCM07

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====== Week 002 ======

===== Tuesday 22 June 2021 =====

Herbert Lian

* Frame/Define Problem
    * 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.
  * Generate Hypotheses: testable assumption/solution/option
    * 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
    * MECE: Mutually Exclusive, Collectively Exhaustive

===== Monday 21 June 2021 =====

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:
  * Frame/Define Problem
    * Situation
    * Complication
    * Question
  * Generate Hypotheses
    * Pyramid Principle
    * MECE: Mutually Exclusive, Collectively Exhaustive
  * Making decisions
    * Reframe
    * Diverge
    * Converge
    * Act
  *

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