| About the author |
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xvii | |
| Introduction |
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xviii | |
| Acknowledgements |
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xx | |
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Chapter 1 Avoid the Solution Trap |
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1 | (10) |
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3 | (1) |
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1.1 What's wrong with a knee-jerk solution? |
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3 | (1) |
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4 | (1) |
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1.3 Structure your problem-solving approach |
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5 | (1) |
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1.4 Scour the stakeholder landscape |
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6 | (1) |
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1.5 Slow down to speed up: be prepared for challenge |
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7 | (1) |
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8 | (1) |
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1.7 Be concise yet precise: introducing the one-page problem canvas |
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9 | (2) |
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11 | (36) |
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1.1 What's wrong with a knee-jerk solution? |
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11 | (4) |
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15 | (2) |
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1.3 Structure your problem-solving approach |
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17 | (3) |
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1.4 Scour the stakeholder landscape |
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20 | (4) |
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1.5 Slow down to speed up: be prepared for challenge |
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24 | (3) |
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27 | (4) |
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1.7 Be concise yet precise: introducing the one-page problem canvas |
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31 | (6) |
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Chapter 2 Think Problem Before Solution |
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37 | (10) |
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39 | (1) |
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2.1 The importance of `why' |
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39 | (1) |
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2.2 Defining a problem or opportunity statement |
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40 | (1) |
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2.3 Encourage divergent and convergent thinking |
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41 | (1) |
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2.4 Get to the root of the problem |
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42 | (1) |
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2.5 Consider the external environment |
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43 | (1) |
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2.6 Consider multiple perspectives on the problem |
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44 | (1) |
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2.7 Gain consensus and move forward |
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45 | (2) |
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47 | (34) |
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2.1 The importance of `why' |
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47 | (4) |
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2.2 Defining a problem or opportunity statement |
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51 | (3) |
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2.3 Encourage divergent and convergent thinking |
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54 | (3) |
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2.4 Get to the root of the problem |
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57 | (3) |
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2.5 Consider the external environment |
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60 | (3) |
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2.6 Consider multiple perspectives on the problem |
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63 | (3) |
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2.7 Gain consensus and move forward |
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66 | (3) |
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Chapter 3 Defining the Outcomes: What Does Success Look Like? |
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69 | (12) |
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71 | (1) |
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3.1 Encourage outcome-based thinking |
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71 | (1) |
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3.2 Start with the end in mind: define critical success factors |
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72 | (1) |
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3.3 Make it measurable with key performance indicators |
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73 | (2) |
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3.4 Attain balance with the balanced business scorecard |
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75 | (1) |
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3.5 Revisit and consider constraints |
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76 | (1) |
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3.6 Ensuring organisational alignment |
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77 | (1) |
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3.7 Assess different perspectives on outcomes |
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78 | (3) |
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81 | (32) |
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3.1 Encourage outcome-based thinking |
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81 | (3) |
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3.2 Start with the end in mind: define critical success factors |
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84 | (3) |
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3.3 Make it measurable with key performance indicators |
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87 | (2) |
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3.4 Attain balance with the balanced business scorecard |
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89 | (4) |
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3.5 Revisit and consider constraints |
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93 | (3) |
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3.6 Ensuring organisational alignment |
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96 | (3) |
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3.7 Assess different perspectives on outcomes |
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99 | (4) |
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Chapter 4 Assessing Scope and Impact |
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103 | (10) |
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105 | (1) |
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4.1 The danger of `scope creep' |
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105 | (1) |
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4.2 Know the difference: impacted, interested and involved |
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106 | (1) |
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4.3 Understand the problem situation |
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107 | (1) |
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4.4 Find the roles and goals |
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108 | (1) |
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4.5 Make it visual with a business use case model |
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109 | (1) |
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110 | (1) |
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4.7 Set the boundaries of scope |
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111 | (2) |
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113 | (32) |
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4.1 The danger of `scope creep' |
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113 | (3) |
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4.2 Know the difference: impacted, interested and involved |
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116 | (3) |
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4.3 Understand the problem situation |
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119 | (3) |
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4.4 Find the roles and goals |
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122 | (3) |
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4.5 Make it visual with a business use case model |
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125 | (5) |
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130 | (2) |
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4.7 Set the boundaries of scope |
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132 | (3) |
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Chapter 5 Solutioneering: Generating Solution Options |
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135 | (10) |
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137 | (1) |
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5.1 Keep the outcomes clearly in mind |
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137 | (1) |
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5.2 Get together and imagine multiple solutions |
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138 | (1) |
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5.3 Start evaluating solutions: create a `long list' |
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139 | (1) |
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5.4 Getting specific: short list the best |
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140 | (1) |
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5.5 Consider doing nothing |
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141 | (1) |
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5.6 Compare the short-listed options |
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142 | (1) |
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5.7 Validate and make a recommendation |
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143 | (2) |
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145 | (32) |
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5.1 Keep the outcomes clearly in mind |
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145 | (2) |
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5.2 Get together and imagine multiple solutions |
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147 | (3) |
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5.3 Start evaluating solutions: create a `long list' |
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150 | (4) |
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5.4 Getting specific: short list the best |
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154 | (3) |
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5.5 Consider doing nothing |
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157 | (3) |
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5.6 Compare the short-listed options |
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160 | (2) |
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5.7 Validate and make a recommendation |
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162 | (5) |
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Chapter 6 Bringing it all Together: The One-Page `Problem Canvas' |
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167 | (10) |
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169 | (1) |
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6.1 Being concise and precise: building the canvas |
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169 | (1) |
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170 | (1) |
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6.3 The canvas as an internal sales tool |
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171 | (1) |
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172 | (1) |
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173 | (1) |
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174 | (1) |
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6.7 A problem canvas is a great place to start (but the hard work is yet to come) |
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175 | (2) |
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177 | (38) |
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6.1 Being concise and precise: building the canvas |
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177 | (6) |
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183 | (2) |
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6.3 The canvas as an internal sales tool |
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185 | (4) |
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189 | (3) |
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192 | (4) |
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196 | (5) |
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6.7 A problem canvas is a great place to start (but the hard work is yet to come) |
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201 | (4) |
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Chapter 7 Making Sure Problems Stay Solved: Implementing, Measuring Success and Pivoting |
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205 | (10) |
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207 | (1) |
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7.1 What happens after the problem canvas is written? |
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207 | (1) |
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7.2 Compare and prioritise problems |
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208 | (1) |
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7.3 Inspire action: keeping up the momentum to implement a solution |
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209 | (1) |
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7.4 Get ready to measure success |
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210 | (1) |
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7.5 Stay close to ensure problems don't recur |
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210 | (1) |
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7.6 Seek further opportunities to tweak and pivot |
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211 | (1) |
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7.7 Embed the practice of continuous improvement |
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212 | (3) |
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215 | (26) |
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7.1 What happens after the problem canvas is written? |
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215 | (2) |
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7.2 Compare and prioritise problems |
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217 | (4) |
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7.3 Inspire action: keeping up the momentum to implement a solution |
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221 | (4) |
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7.4 Get ready to measure success |
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225 | (5) |
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7.5 Stay close to ensure problems don't recur |
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230 | (3) |
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7.6 Seek further opportunities to tweak and pivot |
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233 | (3) |
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7.7 Embed the practice of continuous improvement |
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236 | (5) |
| Conclusions and next steps |
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241 | (2) |
| References and further reading |
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243 | (2) |
| Index |
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245 | |
