Strategy Consulting Summary 2022
L=lecture
C=chapter（Bulletproof Problem Solving）
A=article
L1-structured Problem Diagnosis 1（C1&4）
● Relevance of the problem solving method
● What do we mean with Problem Solving? :
● “Problem solving is decision making where there is complexity and uncertainty that
rules out obvious answers and where there are consequences that make the work to
get good answers worth it.
● managerial skills evolution
● 70s and 80s : strategy development
● 90s: execution,
● new era: complex problem solving and critical thinking skills—what is called mental
muscle
● machine muscle: Problem solving will increasingly utilize advances in machine
learning to predict patterns in consumer behavior, disease, credit risk, and other
complex phenomena
● mental muscle and machine muscle have to work together
● The intersection of nonroutine tasks and cognitive ability is the heartland of
complex problem solving
● Pitfalls and common mistakes in problem solving
● 1. Weak problem statements
● should be SMART (specific, measurable, actionable, relevant, and time frame)
, ● lack specificity, clarity around decision‐maker criteria and constraints
● 2. Asserting the answer (Availability Bias!)
● often based on experience or analogy (“I've seen this before”); drawing only on
facts at hand
● 3. Failure to disaggregate the problem (Issue Trees)
● 4. Neglecting the team structure and norms
● (C4-Great Team Processes for Workplanning and Analysis) ----best teams have :
● 1. Team Structure and Leadership: excellent lead; relatively flat structures
● 2. Team Norms: good processes and norms; hypothesis driven and end‐
product oriented
● 3. explicit approaches to avoiding bias and error：type 1 and type 2 thinking
patterns，Type 1 thinking is automatic and intuitive；should use conscious
logic of type 2 considered, rational thinking
● 5. Missing structured workplan
● 6. Incomplete analytical tool set
● 7. Failing to link conclusions with a storyline for action
● how to synthesize and communicate complex concepts to diverse audiences.
● 8. Treating the problem solving process as one off rather than an iterative one
● The Bulletproof Problem Solving Cycle
● McKinsey The 7-Step problem solving process
● The logic or issue trees（pitfall 3）
● Prepare for an avalanche of trees：To visualize and disaggregate problems
● The Logic or Issue Trees
, ● 1. Hypothesis, Decision, Inductive, Deductive, Lever (Trees)
● 2. Provide a clear visual presentation of the problem
● 3. Holistic: everything relevant is captured
● 4. Lead to hypothesis to be tested
● types of issue/logic tree
● 1. Decision Tree
● 2. Hypothesis Tree
, ● 3. factor/level/component
● 4. inductive logic tree
● 5. deductive logic tree
● Combination of Brainstorm, Decision Tree, Weighting
L=lecture
C=chapter（Bulletproof Problem Solving）
A=article
L1-structured Problem Diagnosis 1（C1&4）
● Relevance of the problem solving method
● What do we mean with Problem Solving? :
● “Problem solving is decision making where there is complexity and uncertainty that
rules out obvious answers and where there are consequences that make the work to
get good answers worth it.
● managerial skills evolution
● 70s and 80s : strategy development
● 90s: execution,
● new era: complex problem solving and critical thinking skills—what is called mental
muscle
● machine muscle: Problem solving will increasingly utilize advances in machine
learning to predict patterns in consumer behavior, disease, credit risk, and other
complex phenomena
● mental muscle and machine muscle have to work together
● The intersection of nonroutine tasks and cognitive ability is the heartland of
complex problem solving
● Pitfalls and common mistakes in problem solving
● 1. Weak problem statements
● should be SMART (specific, measurable, actionable, relevant, and time frame)
, ● lack specificity, clarity around decision‐maker criteria and constraints
● 2. Asserting the answer (Availability Bias!)
● often based on experience or analogy (“I've seen this before”); drawing only on
facts at hand
● 3. Failure to disaggregate the problem (Issue Trees)
● 4. Neglecting the team structure and norms
● (C4-Great Team Processes for Workplanning and Analysis) ----best teams have :
● 1. Team Structure and Leadership: excellent lead; relatively flat structures
● 2. Team Norms: good processes and norms; hypothesis driven and end‐
product oriented
● 3. explicit approaches to avoiding bias and error：type 1 and type 2 thinking
patterns，Type 1 thinking is automatic and intuitive；should use conscious
logic of type 2 considered, rational thinking
● 5. Missing structured workplan
● 6. Incomplete analytical tool set
● 7. Failing to link conclusions with a storyline for action
● how to synthesize and communicate complex concepts to diverse audiences.
● 8. Treating the problem solving process as one off rather than an iterative one
● The Bulletproof Problem Solving Cycle
● McKinsey The 7-Step problem solving process
● The logic or issue trees（pitfall 3）
● Prepare for an avalanche of trees：To visualize and disaggregate problems
● The Logic or Issue Trees
, ● 1. Hypothesis, Decision, Inductive, Deductive, Lever (Trees)
● 2. Provide a clear visual presentation of the problem
● 3. Holistic: everything relevant is captured
● 4. Lead to hypothesis to be tested
● types of issue/logic tree
● 1. Decision Tree
● 2. Hypothesis Tree
, ● 3. factor/level/component
● 4. inductive logic tree
● 5. deductive logic tree
● Combination of Brainstorm, Decision Tree, Weighting
