The Anatomy of Problem Solving to Win Dr. Armin T. Ellis Founder, Exploration Institute Aerospace and Defense Forum February 16 th , 2018
Summary Part 1: • A systems engineer’s approach to problem solving Part 2: • Assessing the health of an organization
Why do some projects surpass expectations and others slip?
A Practical Approach • People: – Attitude & culture – Incentives – Some experience • Process: – Quality of communications – Enhancement of skills – Stable, repeatable foundation • Politics: – Constraints – Alignment
Best Practices • Design thinking • Six Sigma • Scrum One tool to Unite • Lean and Agile and Bridge them • Systems Thinking • DevOps Today’s discussion is on the structural approach to problem solving
Anatomy of Problem Solving Preparation Ideas Options Decision Execution
Prepare Before Solving Knowledge: Understanding of the foundations, possibly technical. Context: Interaction of parts, competition, constraints Framing: Finding the solution space and the qualities of the solution Formulate the right question to solve
Key to the creative state • Why do people think creatively in the shower? • MRI scans show low stress amygdala activity connected to creativity • Creating the right environment for brainstorming: – Safe to share – Flow of ideas – Build on ideas – Value all ideas – Reduce stress
Generating more ideas Accidents Creativity Perspectives Mis- understandings Privileged Information Imagination New Experience Applications & Knowhow
Ideas to Options • Options are that best ideas that have been evaluated in context of desirability • Evaluation criterion – Usually measurable – Must satisfy the framing requirements • Evaluation ranking – Best guess ranking for each idea – Conscious – Subconscious/assumptions
Ideas becoming options Idea: Use drones to deliver goods Options: Change FAA rules • Change customer behavior • Create technology • Option: 1. Negotiate deals with FedEx, UPS, DHL, USPS, etc. 2. Create own fleet
Options to Decisions Warning: Time to pick an option: Deciding Under Influence • Can the job be done vs. Will the job be done? • Belief System • Confidence in: • Risk/Reward Appetite – Skills of team • Clarity and Commitment – Access to resources/resourcefulness – Timeline to Vision – Worthiness of risk
Options to Decisions: Reality • Options are usually based around theoretical outcomes (sometimes ideal, sometimes simplistic) • Always based on a belief of “best” payoff • Very hard to define the TRUE goals of the deciders • Group decisions and individual leader’s decisions can suffer from cognitive dissonance and group thinking • Time machine is the only real tool for studying complex decisions • Systems and systematic approach really matters
Implementation: Philosophy no longer Implementation plan
“In preparing for battle I have always found that plans are useless, but planning is indispensable.” - D. Eisenhower
Execution = Art of Implementation “Persuasion and the allocation of resources to achieve objectives” High quality direction: Vision (where you want to go), mission (how to get • there, given present reality), Use of resources and resourcefully obtaining other resources • High quality decisions: disciplined and on a regular basis, including • changing direction, and making time every week to make them Persuasion and partnerships (aka marketing and branding): Is it marketed • right, is the right solution appealing for the Customer experience • Solution delivery (operations) • Engineering Business Systems and functions • Alignment at all levels of the organizations • Preparing for and investing in the future •
Cycle of Ideas to Implementation Preparation Ideas Options Decision Execution
Part 2: Organization Health Check Assessment
Corporate Health Check § Industry leader § Niche led supplier § Process led supplier § Technology led IP company § Vision led disruptors § Opportunity led
Questions 1. Describe the level of decision-making autonomy within your organization. 2. How long does it take for your company to make a $100,000 decision? 3. Do you have a process for hiring high quality candidates? Do you have a process for matching emplyees to the right jobs? 4. Are your employees clear about what they need to do? 5. Do your employees love your mission? Are they clear about it? 6. Are you making healthy profits? 7. Are you actively looking out for the business you need to be in over the next 10 years? 8. Do you have a clear way for all levels on your organization chart to communication with each other and become familiar with different functions?
Questions 9. Are the ideas in your company being killed before they get to you? 10. Are you making wise investments into your future success based on a well thought out strategy? 11. Are your clients coming back? 12. Are you regularly receiving new clients? 13. Are your company’s growth strategies focused more on leveraging your technology or your network of partnerships within your current industry? 14. Do you have clear ethical standards?
Contact Services: • 2-day Project Workshops • Training programs • One-on-one programs Armin Ellis, Founder, Exploration Institute ate@exploration.institute
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