Solvable

Chapter One: Def ine your quest – Create an initial frame

Engagement: Core stakeholders The people co-solving the problem with you and those with formal decision power on the process or its outcome (e.g. your boss, your client) Other key stakeholders The people not actively involved in the process but who are impacted by it or can influence the project

Example: XYZ’s chief marketing officer (CMO) will co-solve.

[To be filled]

[To be filled]

Example: YZ’s current sales team. XYZ’s C-suite executives (beside the CMO).

Logistics:

Example: We need a plan within two months. We will dedicate up to $50k for developing the plan (to do market research, buy industry reports, etc.).

[To be filled]

Time & budget The time and budget you are you willing to invest to solve the problem

Other resources Other resources you will make available for the project

Example: Kyle, a junior analyst, and Aymee, a project leader, will be assigned 100% to the project.

[To be filled]

ASK FOR HELP

Daniel Kahneman and Dan Lovallo highlight the dangers of considering problems from the inside-out perspective, where we treat each as a one- off. 28 Instead, they suggest that we adopt an outside-in approach, where we treat the problem as an instance of a broader group. 29 Enlisting others might help you do that, as they will bring different perspectives. Others will also see your blind spots better than you can. Seeking candid external opinions requires creating a space where people are encouraged to disagree, so that issues are vigorously debated. Research in how effective airline crews do so might be a good guide (see box below).

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