====== 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 =====

==== 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
  *