英国某商学院的emba课程讲座.ppt

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1、STRATEGY (1) Session 2: Problem Structuring Theory of problem structuring Practical application by “building a case” for multiple possible uses such as A proposal you make An answer you give A position you take 天马行空官方博客： http:/ ； QQ:1318241189； QQ群： 175569632 STRATEGY (2) Theory: Steps in Problem St

2、ructuring First: how did you arrive at this position and why is it of interest to me? Four distinct sub-steps here: Business as usual: Things are normal A problem or complication arises An obvious question then arises: E.g. “What to do about it?” In response to this question you develop an answer (o

3、r a proposition or recommendation) Complication Question Something went wrong What do we do? Something could go wrong How can we prevent it? Something changed What should we do? Something could change How should we react? Heres what you might expect to find in it Do we find it? Heres someone with a

4、different point of view Who is right? In this situation we have three alternatives Which one should we take? From: B. Minto, The Pyramid Principle STRATEGY (3) Steps in Problem Structuring (2) Second: capture attention of reader or develop depth of argument Establish a question, answer it, move to t

5、he next level of refinement. Vertical linkages Pigs should be kept as pets STRATEGY (4) Steps in Problem Structuring (3) Third: convince the reader or develop support for argument Inductive or deductive logic. Horizontal linkages Typical problems Overlaps (not mutually exclusive) Gaps (not collectiv

6、ely exhaustive) Not commonly accepted logic of ordering Temporal (A before B before C) Structural (US Division, European Division) Other basic relationship: Part / whole Opposition Similarity Importance STRATEGY (5) The problem with ACME Bottle “ ACME Bottle” has been losing money. “Diversified”, ow

7、ner of 49% of ACME, has received an offer to sell ACME for $97 million. You have been hired to advise Diversifieds Management on what to do. Outline the report you will write. On a single sheet of paper: Define accurately and clearly the problem facing Diversified. Break down the problem into its co

8、mponents Specify one hypothesis that would help address each component Describe the data and analysis that will confirm or disconfirm each hypothesis STRATEGY (6) Is ACME worth more than $97million? ACME report: Inductive Should Dude keep ACME and focus on selling value added products? Will a small

9、increase in profits bring ACME above $97 million? Does industry performance suggest that a small increase is reasonable? Do players have to sell either value-added or commodity products to be successful? Do ACMEs R&D & quality results match those of leading value-added players? Is ACMEs technically

10、knowledgeable sales-force among the most respected in the industry? Should ACME focus on selling value added products? Are ACMEs resources and capabilities better suited to the value- added sector? STRATEGY (7) ACME report: Deductive Is ACME worth more than $97million? Should Dude keep ACME and focu

11、s on selling value added products? Will ACME realise greater value if it focuses on either high value-added or commodity products? Will a small increase in profits bring ACME above $97 million? Does industry performance suggest a small increase is reasonable? Do players have to sell either high valu

12、e-added or commodity products to be successful? Does ACMEs unfocused strategy result in higher costs, lower prices and low profitability? Are ACMEs cost and quality positions in line with industry average? Do ACMEs R&D & quality results match those of leading value- added players? Is ACMEs technical

13、ly knowledgeable sales-force among the most respected in the industry? Does ACMEs direct sales force and quality focus create the high cost structure of a value-added player? Do high market share objectives cause ACME sales reps to price as low as commodity players? Should ACME focus on selling valu

14、e added products? Are ACMEs resources and capabilities better suited to the value- added sector? Do gains from high prices for value added products outweigh loss in sales volumes? STRATEGY (8) Two ways to develop a line of questioning or a presentation Grouping (inductive) Governing thought A group

15、of independent thoughts that support the same conclusion All answer the same question “what”, “how”, or “why” All same “type” of noun examples, actions, reasons Combine to support higher level of abstraction Argument (deductive) Governing thought A logical progression of thoughts From premise (state

16、ment about situation) to comment to implication Governing thought relies heavily on implication + STRATEGY (9) How can this stuff be useful to us? Winning support for an initiative at work Cracking a case at an interview Working as a consultant Writing a report at LBS Using the material in this cour

17、se STRATEGY (10) Assignment: Write a Business as Usual / Complication / Question sequence Brainstorm for answers Choose one of these answers as your “overarching answer” Lump the other answers in separate “bags” Re-lump until the logic for these groupings is clear to you Present your case to your co

18、lleagues Is your answer: About strategy? Clear? Simple enough to answer in this course? Does it pass the “So What” test? In other words, is it not obvious without any further analysis? Is your logic that supports this answer clear and convincing to your audience? What likely gaps are there? What lik

19、ely overlaps are there? STRATEGY (11) What did we learn today? Theoretical and applied perspectives on how to: Set up a problem Develop its solution in depth Develop its solution in breadth STRATEGY (12) Application exercise (30, Taunton) Log on to the Lessons Learned Board Click on “manage my diary

20、” and then on “create my diary” In the “background” field explain the “business as usual” scenario and the “complication” In the “question” field write your question that follows from the complication In the “my answer at the moment” field brainstorm possible answers In the “first session” field wri

21、te your answers from yesterday In the “second session” field answer the following: What is your summary position / recommendation / answer to this question? What is the label for each “bag” or sub-argument that you have created? What is the logic that holds these “bags” together? Can you foresee any overlaps or gaps?