Our upcoming, complimentary webinar, Resolving Complex Business Problems, is built around a dozen questions that must be answered. The first question deals with understanding the real problem. Can you write (yes, WRITE) a statement of the problem that ……..
We are offering a complimentary webinar, Resolving Complex Business Problems, as part of our preparations for our new Pragmatic Leadership series of workshops. (You can learn more about the webinar HERE.)
A question always arises when we discuss the work of resolving complex problems – “What’s a good solution?” We can glibly respond with “that depends on what the stakeholders want.” But what do they want and are they all in agreement?
The answer to the second part of the question is almost always “No!” What may make the CFO happy might really upset HR. And, certainly, “management” and the workforce have different wants and need.
The best you can do is to explore the eight facets shown in the graphic and break the concept of “good” into multiple avenues of discussion. We will explore these in the webinar and will dig deep in the upcoming course.
That said, you you might want to at least consider the following:
The webinar dates and times are April 27 at 9:00 AM CT and April 29 at 6:00 PM CT. You can learn more and enroll HERE. Come and join us.
All business problems evolve in the context of their external and internal environments. Department problems lie within the business and business problems lie within the industry. And, surprise, internal stakeholders are NOT aligned. Goo problem definition requires that you look out into the larger environment and pay attention to what’s happening on the inside.
We are offering a free 60-minute webinar addressing a dozen questions you must answer if you are going to resolve your complex business problems. Since this is a webinar and not our full workshop, the session is high-level, but valuable.
Also, it is not an infomercial!
The webinar will provide an overview of the 12 questions and the knowledge and skills you need to answer them. You can learn more and enroll HERE.
Thanks for reading. It’s lonely out here in the blogosphere. (Wow, it that an old-timer word.)
Complex business problems are increasing and middle managers are at the front line of the battle. Our position is that the work of resolving complex problems starts with asking important questions about the problems and then structuring your resolution efforts around the answers to these questions.
We are offering a free 60-minute webinar addressing the questions you must answer if you are going to resolve your complex business problems. Here are the first five questions and some of the suggestions leading to answers. We will “fill the blanks” during the webinar. Since this is a webinar and not our full workshop, the session is high-level, but valuable. It is not an infomercial!
The webinar will provide an overview of the questions and needed skills. You can learn more and enroll HERE.
If you don’t have time for the webinar, feel free to drop me a line and I’ll send the full list of questions.
We posted COVID, STRATEGY, AND WHAT WE KNOW FOR SURE a few weeks ago. Here are some further comments and observations about the fourth “known” — the proliferation of complex problems.
Gee, about a year ago, things were simple. Put together a good strategy and ride it into the future. Sweet!
BAM! COVID-19! >>>>> Complex problems on the rise.
In the “good ole days” (2019) most of our problems could be address singly. Expertise and experience could be applied because, as the T-shirt says, we’ve “been there and done that.”
Spend some quality “think time” focused on your business model and how you think it might evolve. Solve all big problems in the context of your evolving business model. Build a few scenarios and track them. For example, how does the problem look in a “shrink then grow” scenario? What about a “get acquired” scenario?
Assess every assumption you’ve made about business survival and success. What problem resolutions impact, or are impacted by, these assumptions. For example, what assumptions are you making about your workforce? About your customers?
Similar to using a Project Management Office to coordinate projects in your company, you might want to institute a Problem Resolution Team to integrate the efforts to resolve the big problems facing your company. Complex problems have dynamic interrelationships and few of your problems will stand alone. Take a systems approach.
We are in the process of revising our existing offering for Solving Complex Business Problems . That in itself is a complex problem. Wish is luck.
