问题分析法教材AccentureIBPSSkillBuilder课件.ppt

1、Strategy Core SkillBuilderIssue-Based Problem-Solving:Antidote to Mental Messing Around1Accenture 2004Why do people need IBPS and training to use it effectively?The case of the leaking water bedTo Counter Tendency Toward Mental Messing AroundHow high can a giraffe fly?2Accenture 2004IBPS is a struct

2、ured approach to solving problems,with several important benefits.Focus our research and analysis Ensure thorough investigation of a problem Plan our work effort3Accenture 2004Where the client wants to beDefine the problemWhere the client isSolve the problemCommunicate the answerStructure the ideasD

3、evelop the research planAnalyze findingsGenerate ideasThis approach to solving client problems emphasizes attention to the issues involved.4Accenture 2004The key to success is using the IBPS tools effectively.Desired Outcomes of the Project:Sponsors:Out of Scope:In Scope:Key Decision Makers:Criteria

4、 for Quality:Key Facts(Situation):Need for Change(Complication):Client:Key Question:BUYERSCONTEXTSCOPEAnalysis Required Data Required/Sources Issue/Sub-Issue Hypothesis/Specific Question Allocation by SourceTaskElapsedTime AnalysisExecutive Mgmt.Project Mgmt.ExpertAnalysis TOTALExecutive Mgmt.Projec

5、t Mgmt.Project Mgmt.ExpertAnalysis Work Days by Skill TypeClientAccenture5Accenture 2004The IBPS approach and tools are rooted in asking and answering questions.“I still dont have all the answers,but Imbeginning to ask the right questions.”6Accenture 2004Out of Scope:Issues,effort beyond project bou

6、ndariesDesired Outcomes:What the client would like to have at the end of the projectBUYERSKey Decision Makers:Who will resolve critical issuesSponsors:Who brought Accenture inCriteria for Quality:The clients criteria for a quality product or resultCONTEXTKey Facts:Relevant information about the clie

7、nts situationNeed for Change:Why the client needs to change nowimplications,burning platforms,etc.Client:Key Question:The business question to answerProblem Definition WorksheetThe first step is to define the problem that will focus and set boundaries for the engagement.SCOPEIn Scope:Deliverables,ta

8、rget dates,and issues7Accenture 2004Not all key questions are created equal.Is a simple,not a compound,question Is phrased clearly and accurately Focuses attention on the most important issues Addresses the need to changeCriteria for a Strong Key Question8Accenture 2004How fully does this key questi

9、on meet the criteria for success?How,if at all,should BigCar enter the online automotive business to improve its profitability?Is a simple question?Is phrased clearly and accurately?Focuses attention on most important issues?Addresses the need to change?Exercise:Problem DefinitionINSTRUCTIONS:Please

10、 respond by using the blue check markYes9Accenture 2004Exercise:Problem DefinitionAccenture has been hired by the Executive VP of Marketing of a successful software firm to assist with the launch of a new software product.Although the company is a leader in its field,it recognizes that its core mark

11、et is beginning to slow and that new technology is beginning to erode its market share.The companys new product(code named Woodstock)is its attempt to enter this newer,higher growth market.Although the target launch date is rapidly approaching,the VP of Marketing is concerned that his teams launch p

12、lan is not ready for prime time.He has asked Accenture to analyze the launch plan,determine the companys capability to execute a successful launch,and recommend steps to improve the likelihood of a successful launch.The launch plan incorporates both a marketing approach and a sales initiative.The ma

13、rketing approach aims to create awareness and enthusiasm in current customers and other potential buyers.The sales initiative details an approach to deploying the companys sales force.The company was acquired by a large telecom company 18 months ago,due in some part to the potential of this new soft

14、ware product.The parent company is keeping a watchful eye on developments at the software firm and has recently reassigned several of its executives into leadership positions at the software firm.Define the key question for Project Woodstock.10Accenture 2004Desired Outcomes of the Project:Sponsors:O

15、ut of Scope:In Scope:Key Decision Makers:Criteria for Quality:Key Facts(Situation):Need for Change(Complication):Client:Key Question:Pitfalls lurk beyond defining the key questions on the worksheet.BUYERSCONTEXTSCOPE11Accenture 2004Decomposition of the key question into its component issues is the e

16、ssence of issue mapping.12Accenture 2004Should we pursue the 1st time buyer market in PCs?Matches our target segments?Differentiates us in the marketplace?Costs to serve?Revenue potential?Brings us to parity with competitors?Aligned with brand image?Keeps us competitive?Total market size?Our likely

17、market share?Incremental sales and marketing costs?Incremental operational costs?Problem/IssueSub-issuesSub-sub-issuesMapping issues on a tree ensures thoroughness and focus.Is a 1st time buyer strategy aligned with our corporate strategy?Will 1st time buyers be profitable for us?13Accenture 2004How

18、 toimproveprofitability?Increase volume?Increase revenue capture?Optimize price?Improve mix?Stimulate demand?Increase share?The challenge lies in finding a meaningful basis of decomposition.Reduce costs?Increase revenues?1.Formula14Accenture 2004Why were new product sales poor?Low quality?Not trendy

19、 enough?Not sleek enough?The challenge lies in finding a meaningful basis of decomposition.Inadequate promotion?Poor product design?2.FrameworkIneffective placement?Price too high?Lack of advertising dollars?Small sales force?No buy in by head of marketing?Product came out late?Couldnt find right ch

20、annels?Manufacturing too expensive?Economy sagging?Counter offering on base price?15Accenture 2004The challenge lies in finding a meaningful basis of decomposition.3.CreativityObstacle TreeDirect AnalogyWhat are the major obstacles to overcoming this challenge?List the obstaclesOrder the obstacles b

21、y difficulty of overcomingWrite the obstacles on the tree branches,with the easiest to overcome at the bottom and the hardest on topHow could we remove each obstacle?Write the key action above the obstacle on the treeChallenge Crumble packed tightly Occupy too much space packed loosely Natural analo

22、gy Dried vs.pressed Flatten Press moistSource:ThinkertoysSource:101 Creative Problem Solving Techniques16Accenture 2004Starts with the problem and decomposes it to arrive at a solutionStarts with a potential solution and develops a rationale to validate or disprove itMakes no initial assumption abou

23、t the most likely outcomeAssumes an answer and creates a structure to test itReason/ActionReason/ActionReason/ActionReason/ActionReason/ActionReason/ActionProblem/IssuePotential SolutionIssue trees may be rooted in data or hypotheses.Hypothesis-DrivenData-Driven17Accenture 2004To be logically sound,

24、every grouping must be mutually exclusive and collectively exhaustive(MECE).Logic is complete at every level Elements at any level are logically part of the level above Elements in any grouping are same kind of thing and of same logical weightAcquire new customersDevelop current customersHow can Big

25、Coincrease sales?Overall increase of existing marketIncrease share of existing marketEnter new marketsHow can BigCo increase sales?18Accenture 2004Exercise:MECEWhich tree is MECE?#1#2Tree#1Tree#2Low quality?Not trendy enough?Not sleek enough?Inadequate promotion?Poor product design?Ineffective place

26、ment?Price too high?Lack of advertising dollars?Small sales force?No buy in by head of marketing?Product came out late?Couldnt find right channels?Manufacturing too expensive?Economy sagging?Counter offering on base price?Question:Why were new product sales poor?Low quality?Not trendy enough?Not sle

27、ek enough?Inadequate promotion?Poor product design?Small sales force?Ineffective placement?Lack of advertising dollars?Benchmark best practices?No buy in by head of marketing?Product came out late?Couldnt find right channels?19Accenture 2004Exercise:Issue MappingDevelop the next two levels of this i

28、ssue tree.Is the Project Woodstock go-to-market plan likely to succeed?20Accenture 2004Exercise Instructions You will be working individually on this exercise.An announcement will be made 5 minutes before we are ready to debrief.When the 5 minute announcement is made,you will enter the first branche

29、s of the issue tree into the text chat.21Accenture 2004IBPS Evaluation ChecklistHow well does the key question meet the criteria for success?Simple question?Phrased clearly and accurately?Focus on most important issues?Address need to change?Would the basis of decomposition chosen for the issue tree

30、 be likely to help a project team:Understand the dimensions of the overall problem?Plan the research and analysis to undertake?Is the issue tree MECE?Is the issue tree developed in adequate detail?Precise language?Enough levels?22Accenture 2004Building on the issue tree,this worksheet can help the t

31、eam make key planning decisions.Issue Analysis Worksheet Issue:key question Sub-issue:one branch of issue tree“Best guess”on how to solve problem Issue may have multiple hypotheses Tools/techniques team will use to prove or disprove each hypothesis Likely location or means of obtaining data for anal

32、ysis Primary and secondary sourcesIssue/Sub-issueAnalysisRequiredHypothesisDataRequired/SourcesTimeResourcesQualityCertainty requiredFactors in Making ChoicesAre competitors winning market share on price?Yes,products comparable to XYZs are being sold less expensively by competitorsTrend of average p

33、roduct prices and comparison of XYZs prices to those of key competitorsGovernment,association,and/or company statistics;industry literature23Accenture 2004Exercise:Issue AnalysisWhat planning question should each situation trigger?SituationPlanning QuestionNeed to compare industry results across fiv

34、e countriesNeed to interview 50 executives for insights into the clients situationCreate IT best practices for government sectorWhat secondary research can locate analogies?Does the team include experts in ROI?Do sources use comparable statistics?How will the final report use and display the informa

35、tion?24Accenture 2004Allocation by SourceThe completed worksheet feeds into the workplan that breaks the analyses into discrete pieces of work.Identifies who will do the workDetermines how long each step will takeDefines the effort by skill levelDocuments what will be produced(deliverables)GRAND TOT

36、ALTaskElapsedTime AnalysisExecutive Mgmt.Project Mgmt.ExpertAnalysis TOTALExecutive Mgmt.Project Mgmt.Project Mgmt.ExpertAnalysis Work Days by Skill TypeClientAccenture25Accenture 2004Additional ResourcesReference Books:James M.Higgins,101 Creative Problem Solving Techniques:The Handbook of New Ideas for BusinessMorgan D.Jones,The Thinkers Toolkit:14 Powerful Techniques for Problem SolvingMichael Michalko,Thinkertoys:A Handbook of Business Creativity for the 90sIBPS Toolbar:https:/ 26Accenture 2004Questions?