Global Consulting Team 7 Step Framework Training Step 1: Define the problem
Why does it matter? In this training section, we will explore how to best define the problem when starting a consulting assignment. The follow slide has 2 case studies. Read the case studies and reflect on why problem definition matters.
Why does it matter? Case study 1 Case study 2 John is the Managing Director of a medium-size Helena is the CEO of a not-for-profit organisation charity that relies mostly on volunteers. He that is mostly funded by Government grants. would like to attract more volunteers, and asks a She would like to attract social investors to consultant to develop a new marketing campaign diversify her sources of funding. She asks a for that purpose. The consultant does an consultant to identify high net worth individuals excellent job and designs a successful marketing and funds likely to invest in her organisation. campaign that immediately boosts the number The consultant identifies a long list of potential of enquiries received by the charity. However, on investors, but they are reluctant to contribute the long-term, John notices that the number of their capital to Helena’s organisation since there volunteers stagnates. When analysing the is little evidence that it is producing a positive situation further, the consultant realises that impact. The consultant realises that Helena volunteers are often poorly inducted into the should rather focus on measuring her organisation and rarely retained on the long- organisation’s impact before seeking social term. The problem was actually due to poor investors. operations rather than a lack of marketing. Pause and reflect: what do these situations have in common and how could they have been avoided?
Why does it matter? We will now go through six steps that help define a problem rigorously and systematically.
Problem definition in 6 steps The 6 steps below will help you understand and frame the problem you need to solve. Test your problem definition Identify and classify stakeholders 6 1 with your client Articulate the problem in a Understand their vision and Problem 5 2 SMART way definition long-term objectives 4 3 Review the literature Understand their current situation
1. Identify and classify stakeholders A stakeholder is any actor that has an effect on, or is affected by the scope of activities being analysed. Your first step will be to identify all of the stakeholders related to your client’s organisation or program. The example on the next slide will demonstrate how to map and identify the key stakeholders.
1. Identify and classify stakeholders Example Stakeholder mapping matrix Role in program High Students Ben runs a program whereby volunteers delivery help young refugees learn and improve Volunteers Core on their English. The program only serves 80 young people at the moment, Direct Influence on program success but Ben aims to grow it nationally in the Indirect next 2 years. The consultant who helps Parents Local community him do so prepares the matrix on the Medium right-hand side to map all the Schools stakeholders involved. While he knew that the growth would involve getting Governement more students and volunteers on board, he also realises that involving the parents, the schools and the Government Friends will also be critical. Potential employers Low Low Medium High Interest in program success
2. Understand their vision and long-term objectives The second step is to understand your client’s Example vision and long-term objectives. The problem As mentioned in the previous slide, Ben you will identify and the recommendations would like to grow his program nationally in you will make could differ greatly depending the next 2 years. This may require getting on your client’s aspirations. In order to the Government’s support and seeking grants. provide useful insight that your client will If Ben wanted to turn his program into a truly benefit from, you need to understand social business, the steps he would need to how your assistance will help the organisation take would be different. They may involve achieve its long-term objectives. measuring the organisation’s impact, or seeking initial investment to kick-start the business.
3. Understand their current situation You will also need to understand your client’s Example current situation. What activities do they The consultant talks to Ben to understand perform daily? What are some of the common what his typical day looks like, and what are problems they face? What is preventing them some of his frustrations. Ben mentions that from achieving their long-term objectives? he often faces difficulties recruiting new When gathering this information, you may students into the program, because people discover some issues that the client did not from culturally and linguistically diverse previously share with you. backgrounds are not used to getting assistance from charitable programs, and can be difficult to reach. The consultant understand that this will constitute part of the problem.
4. Review the literature Before “re-inventing the wheel”, conduct a Example quick review of the literature available. It is The consultant reviews the literature possible that the problem you are starting to available to find some inspiration. He gathers identify has occurred somewhere else. some useful insight about engaging with Reviewing the way others have framed the culturally and linguistically diverse problem and solved it can bring helpful populations, about common challenges for insight to your analysis. mentoring programs, and about keys to success to teach English. All these will help him shape the problem and will inform his analysis later on.
5. Articulate the problem in a SMART way Once you have completed all those steps, you Example of “problem” will have a greater understanding of the How to grow the program so that at least problem. It is time to articulate the “problem”, 20% of the eligible population is enrolled in it meaning the basic question to be resolved. across all states within 2 years? Make sure it is phrased in a “SMART” way, as described below: - Specific: formulated precisely - Measurable: expressed in figures - Action-oriented: geared towards action - Relevant: related to the main problem - Time-related: schedule is defined
6. Test your problem definition with your client Leaving your client out of the problem Example definition step creates a greater risk of The consultant gets Ben’s feedback on the misinterpreting the problem. While you problem he drafted. While Ben is overall should not need to much time or efforts to satisfied with it, he adds some details thus test your understanding with your client, it is guaranteeing that the problem has been a crucial step. It can lay the foundation for a defined comprehensively. successful consulting assignment and generate trust with your client. A half-an-hour face-to-face contact or a phone conversation could suffice to check you are on the right track. When you and your client mutually agree on the problem to be solved, it is good practise to document the final output and put it in writing.
Final tips Do’s Don’ts - - Analyse all information with an open mind Do not think you know what the problem and question all your assumptions. is straight away. - - Engage with your clients; they know their Define the problem in isolation of the organisation better than anyone else! Test client. Your analysis should not be a “black your understanding and your analysis with box” or a “secret” that you reveal at the them, and give them an opportunity to end of your consulting assignment. correct you if you’re making false assumptions. - Define the problem in isolation of your team mates. If you think you have a great - Brainstorm and discuss with your team idea, then you should feel confident mates. testing it with others.
Global Consulting Team 7 Step Framework Training Step 2: Break the problem into issues
Introduction – How do you eat an elephant … one small piece at a time! Structured problem solving helps to cut the elephant into smaller pieces
What is an issue tree and when is it useful? WHAT? Definition ▪ An issue tree (or logic tree) is a graphical breakdown of a question or problem that dissects it into its different components (issues) vertically and that progresses into details as it reads to the right WHEN? Usefulness ▪ Issues trees are most useful in complex and ambiguous situations as they help to see how each piece fits into the whole picture of a problem ▪ They are useful in problem solving to structure the problem and to identify the root causes of a problem as well as to identify its potential solutions
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