You're facing complex problems in Business Operations. How can you effectively analyze and evaluate them?

For me — a picture is worth a dozen meetings. Before you start trying to explain how a complex process is not working, map out the process in a diagram *show your team* where in the process there are opportunities. Let the diagram of their current processes be your driver for explaining complex issues across processes and systems. A diagram *stabilizes the conversation*, and in some diagramming tools it quantifies the impact of improvements you're exploring to implement (i.e. a new CRM, a fancy automation, an integration between two systems). Identify issues, quantifying their cost, and prioritizing them in a visual way is a great way to start a conversation with your stakeholders.

Practical Problem Solving training sees issue definition as 4 steps: setting the scene (5w1h), quantifying the problem (ideal situation - actual situation = initial problem), impact of the problem (SQCDPE), and getting the title right.

To effectively analyze and evaluate complex problems in Business Operations, start by clearly defining the problem and its scope. Gather and organize relevant data from various sources to gain a comprehensive understanding. Use analytical tools and techniques, such as root cause analysis or SWOT analysis, to identify underlying issues. Break the problem into smaller, manageable components to simplify evaluation. Engage with stakeholders to gain diverse perspectives and insights. Develop and compare potential solutions, considering their feasibility and impact. Finally, implement a solution on a trial basis if possible, monitor results, and adjust as needed based on feedback and performance metrics.

It is crucial to conduct a comprehensive Business Operations Assessment. This involves evaluating the strengths and weaknesses, taking into account its mission and goals. The process of identifying strengths and weaknesses should be based on clear, objective criteria, and aligned with the company's strategic objectives. This requires a thorough analysis of internal processes, resources, and performance metrics. It is also important to distinguish between perceived and actual problems. Often, what organizations perceive as complex issues may, upon closer examination, reveal simpler underlying causes. By delving deep into the root causes, seemingly intricate problems can often be resolved with straightforward solutions.

Practical Problem-Solving training teaches that root cause analysis is completed over three larger steps: defining the prioritised problem for solving (by means of a comprehensive data breakdown and target setting), direct cause analysis (fishbone diagram, idea evaluation, ‘therefore diagram’), and then root cause analysis (using the 5whys).

Practical Problem Solving training teaches that ideas for solutions should be assessed without bias, considering SQCDPE for each solution. Gantt charts are a useful tool used to plan solution implementation. When carrying out a solution plan, a key step should always be to remove containment actions put in place, to ensure processes are kept efficient.