Como os Consultores de Gestão abordam a resolução de problemas?

To me, the best way to understand the context is to walk and see the problem by yourself! Don't just hear and trust anyone telling you what the problem is, you need to stand up, walk over there, and see the situation, trying to get some questions answered: What is the core issue? When did the problem arise, and what triggered it? Who and what is impacted by this problem? How does this problem affect daily operations or goals? Are there any identifiable patterns or trends? What resources are available or required to address it? Are there any related issues? What data is available to analyze the problem? These questions help in exploring the various facets of a problem and formulating a complete understanding to develop effective solutions.

Based off of my experience working in consulting, management consultants typically approach problem solving using a structured, analytical process that can be broadly categorized into several key steps: 1) Problem definition and diagnosis 2) Data collection and analysis 3) Developing hypotheses 4) Generating solutions and recommendations 5) Implementation planning 6) Execution and monitoring and 7) Feedback and continuous improvement. During this process, mgmt consultants use a variety of tools and methodologies, such as SWOT analysis, PESTEL analysis, and financial modeling. They also rely heavily on their expertise in specific industries and functional areas, along with their problem-solving, critical-thinking skills and collaboration.

Best practice of context building part of Problem Solving: 1. Clearly Define Objectives: Outline problem objectives and scope for focused data gathering, aligning expectations between client and consultant. 2. Comprehensive Information Gathering: Gather diverse, relevant data about the problem, client, and stakeholders. 3. Problem Statements for Clarity: Use problem statements summarizing issues, causes, effects, and desired outcomes. 3. Prioritise key issues: Identify critical issues and assumptions related to the problem, ensuring a well-informed analysis. 5. Client Collaboration is Key: Collaborate with the client during data gathering. Their insights provide valuable context. Have a happy consulting career!

Use the First Principles to Understand the Context: • Break Down the Problem: Start by deconstructing the problem into its most fundamental parts. This means questioning every assumption to get to the root cause. • Understand the Underlying Principles: Identify the basic truths or ‘first principles’ that are at the core of the problem. • Rebuild the Problem: From these principles, reconstruct the problem and explore new perspectives and solutions that might not have been apparent initially.

To understand the context, it’s important to do a proper research not only about the company and the scope but also understand where the industry stands. It’s a new and growth industry, or an old and classical one? And it’s important not only to dig on important data sources (quantitative data) but also to speak with colleagues that are working or that already worked in similar companies or industries (qualitative data).

A few approaches that Management Consultant take for solving problem are 1. Understand the context of the problem 2. Break the problem into small manageable and solvable pieces 3. Apply previous experiences & contemporary approaches to solve the problem at hand 4. Review the solution to be adopted for the context again

Understanding the context also requires actively listening to all parties involved, ensuring that their concerns and insights are fully considered. This approach fosters a collaborative environment where diverse perspectives are valued. Additionally, it's crucial to assess the environment in which the problem exists, including any political, economic, social, or technological factors that may influence the situation. Finally, it's important to continually revisit and refine the problem statement as new information emerges, ensuring that the focus remains relevant and accurate throughout the problem-solving process.

You can not go blind into the situation. You have to do your research - not only on the company, the people, clients, but also on the industry as well. What are the common issues, trends, new strategies, and what the analysts are forecasting. The problem statement is only as good as your research.

Management Consultants approach problem-solving using various methodologies and frameworks tailored to the specific challenges they encounter. Problem Framing: Define the Problem: Consultants meticulously define the issue at hand, breaking it down into its components to understand the root cause. Ask the Right Questions: They use techniques like the 5 Whys to delve deeper into the problem and uncover underlying issues. Data Collection and Analysis: Gather Data: Consultants collect relevant data using surveys, interviews, market research, and data analytics tools to gain insights. Data Analysis: They employ statistical methods, trend analysis, and qualitative assessments to interpret and derive meaningful conclusions from the data.

Navigating Time-Sensitive Regulatory Challenges in Municipal Property Valuation: A Management Consulting Approach. Swift problem-solving is crucial in the dynamic landscape of property valuation. As a management consultant, I prioritize rapid assessment, cross-functional collaboration, and transparent communication to navigate regulatory changes. Strategic project planning, technology integration, and continuous monitoring ensure compliance and resilience. Clear communication strategies, including training sessions and diverse channels, foster a collaborative approach. Together, these elements form a comprehensive approach to address time-sensitive challenges, contributing to the efficiency and compliance of property valuation processes.

The reason consultants focus so much on structuring problems is because it is not always clear when the problem has been solved. Often difficult problems are nebulous and there needs to be a decision to cut off and say the answer is good enough. Structuring the problem before trying to solve it both saves time during the analysis as well as establishes the cut off before the team can be biased into making a bad decision.

It is of utmost important to capture the clear definition of problem statement. Usually clients share a situation not a clear problem, hence defining the problem to the last mile is very importamt. This not only covers the different angels of a problem but who all are getting impacted with the situation. Most of the times clients have not looked at all angels and missing other impacted parties will not provide the right solution. A structured approach helps break down complex issues, identify key components, and ensures a systematic examination of factors. This method enhances clarity, communication, and the ability to implement practical solutions, ultimately improving the overall decision-making process.

Understanding the problem and structuring the same is initially a discovery process as the problem scope & its elements may not necessarily be data driven and just a perceived problem. Thus its essential when to assess at initial big "Y", we need to collect both "anecdotal points" via speaking to key client leaders as well as "lag indicator data points". Once a clear problem statement emerges (after removing "perceived" problems), we can then structure the same into logical elements.

In structuring the problem, it's also beneficial to identify the interrelationships and dependencies between different subproblems. This holistic view can reveal underlying root causes and prevent a siloed approach to problem-solving. Furthermore, engaging stakeholders in this process can provide valuable insights and ensure that all relevant aspects of the problem are considered. Lastly, setting clear, measurable objectives for each subproblem can aid in tracking progress and evaluating the effectiveness of solutions, ensuring that each step taken is aligned with the overall goal of resolving the main problem.

One of the key advantages of engaging external consultants is their ability to analyse, investigate and then provide guidance going forward. They’re entering the business with both fresh eyes and having not been present during the issues occurring they’re able to undertake analysis without biases. Many organisations understand issues best through visuals, which is why the issue tree is so effective as it enables both the consultants, and the client to understands the main issue, along with unintended or unknown sub-issues that are occurring on the periphery. This then allows for possible solutions to both the main problem, and the peripheral issues to be workshopped knowing all their issues that have occurred though the analysis.

Consultants get hung up here, in my opinion. The difference I have found in being successful is in focusing on the solution. Of course you need to know the problem. But it isn't just about the problem statement. It's interacting early on, strategically, often, and throughout with the client. There isn't a an assessment I'm not doing with a client where I don't ask "what does success look like for you?" or "When we are finished, what are the three things you want to have seen accomplished?" I can tell you all day long what the problem is and how to solve it. It's why they hired me. BUT if THEY don't assess it to be a problem or what the solution and success will look and feel like, how well do you think your client will think you did?

I generally find when internal guns or external consultants come in they can take the helicopter view and look at business model and how the internals work, its hard for a CEO to know everything so assuming it's a collaborative approach on a business not getting it quiet right they can be invaluable, having worked from positions as CEO to sector seven drones (apologies if that's offensive) but the point is introducing this kind of review can make the sheep scatter

During the data analysis phase, it's crucial to maintain an objective and critical perspective, avoiding biases or assumptions that could skew the interpretation of the data. Incorporating a diverse range of data sources, including both internal and external data, can provide a more comprehensive view of the problem. Additionally, engaging in iterative analysis—revisiting and refining the analysis as new data becomes available—ensures that conclusions are based on the most current and relevant information. Finally, it's important to validate findings with stakeholders, as their input can confirm the accuracy of the analysis and provide additional context or insights that may have been overlooked.

The data will speak for itself. You have to analyze the data, sure, but you also have to present the data in a tangible and consumable way for the client to buy in and know the path you are leading them on is the right one. The data is just 50%. How you present it and what you do with it from an effective execution strategy is also just as important.

Besides using swot and when analyzing data is important to focus on the big chunk of the data, to understand where is coming from the biggest impact and not waste to much time in details that doesn’t worth. Sometimes a Pareto analysis or 80/2 is a way to start the data analysis, most of the times helps to get the priorities clear.

Las decisiones deben siempre tomarse con base en evidencia y para esto tener la mayor cantidad de indicadores posibles "a mano" ayuda mucho. Un buen análisis de datos permite ver tendencias, proyecciones futuras, estacionalidades, motivos de "caídas" y de "crecimiento". Los datos son el nuevo oro. El secreto está en saber procesarlos, cruzarlos con distintos parámetros e interpretar qué significan para el NEGOCIO.

At this stage, we should be able to understand the data. Classic methods such as benchmarking will limit the mind of the management consultant to creative problem solving and create a frame of mind. Using SWOT usually helps the consultant find a meaningful relationship between data and goals, but it won't solve the problem, but it can separate the data to analyze and conclude effective solutions. Don't forget the concept of butterfly effect, and don't think about Pareto's principle at all. The data will show you the way. Especially if they are broken down into smaller sections.

Strategy Development: Develop Strategies: Consultants create tailored strategies to address the identified problem areas, considering both short-term and long-term implications. SWOT Analysis: Use SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis to identify internal and external factors impacting the problem and potential solutions. Stakeholder Engagement: Engage Stakeholders: Consulting teams involve stakeholders at various levels to gather diverse perspectives and ensure buy-in for proposed solutions. Client Collaboration: They work closely with clients, understanding their objectives and aligning proposed solutions with organizational goals.

In a strategic consulting project, our team faced a complex challenge of optimizing supply chain efficiency for a manufacturing client. During solution generation phase, brainstorming sessions were conducted to elicit diverse ideas. Utilizing divergent thinking, the team explored a range of possibilities, from leveraging advanced analytics to implementing automation. Convergent thinking followed, narrowing down the ideas based on feasibility & impact. The decision matrix became a valuable tool, systematically scoring each solution. The selected solution involved a hybrid approach, integrating technology & process improvements. This approach showcased the power of generating solutions through a blend of creativity & critical evaluation.

Explore these models of Solution Design and chose the approach that works best for the customer -Design Thinking, a human-centered approach focusing on empathizing with the user, defining the problem, ideating, prototyping, testing. It’s iterative and encourages creative solutions -Lean Methodology: Emphasizes creating more value with fewer resources, identifying and eliminating wasteful practices and continuously improving -Systems Thinking: Views the problem as part of a larger, interacting system. It’s useful in understanding complex issues and how changes in one part of the system affect the whole -Six Sigma: Aims at improving business processes by using statistical methods to identify and remove causes of defects and variability

In problem-solving, Management Consultants blend analytical rigor with effective communication. They dissect complex problems using structured frameworks like SWOT or PESTLE analysis. Utilizing data, they develop insightful, tailored solutions. Then, through compelling storytelling and clear structuring of information using methods like the Pyramid Principle, they articulate these solutions. They engage clients with presentations or detailed reports, ensuring solutions are practical and actionable. Feedback loops are integral, allowing adaptation of solutions based on client and stakeholder inputs. This holistic approach ensures solutions are not only strategic but also practically implementable and aligned with client objectives.

Solution Implementation: Actionable Recommendations: Consultants provide actionable recommendations, considering feasibility, cost-effectiveness, and scalability. Change Management: Help implement changes effectively by offering change management strategies and ensuring smooth transitions. Continuous Improvement: Feedback Loop: Establish mechanisms for feedback and continuous improvement based on post-implementation reviews and client feedback. Iterative Approach: Employ iterative problem-solving methods, refining solutions based on ongoing assessments and real-time feedback.

Understand your level of experience & knowledge in a market and discipline before identifying yourself as a management consultant. Your responsibility is to help clients solve tough challenges and take advantage of big opportunities. Both require first-hand experience with the types of challenges others face. Framework is irrelevant if you don't know how to apply it. Successful consultants are effective because they have a deep understanding the of problem, how to position a company, where to supplement staff, refining of processes and procedures, and how to view the issues from a different perspective, ultimately, creating an opportunity from the problem. This insight comes from experience. Theory has no place in business. Hire experts.

Consider also iteration and refinement. An essential step is to iterate and refine the problem-solving approach. Management consultants should be open to revisiting earlier stages based on feedback and evolving insights. Iteration allows for continuous improvement, ensuring that the solution aligns closely with the client's needs and the evolving context. By embracing an iterative mindset, consultants enhance the adaptability and effectiveness of their problem-solving process, contributing to more robust and tailored solutions that address the nuances of complex business challenges.

Management consultants follow a systematic approach to problem-solving. They begin by defining the problem and conducting thorough research and analysis. Stakeholder engagement is crucial for diverse perspectives. Solutions are developed, prioritized, and implemented with detailed planning and consideration of change management. Continuous monitoring and evaluation, along with a feedback loop, ensure success. Documentation of the entire process facilitates continuous improvement, fostering innovation and efficiency. The iterative nature allows adaptability for refining strategies during the consulting engagement.

Fall in love with the problem first • Deep Understanding: Spend ample time understanding the problem in all its complexity, rather than jumping straight to solutions. • Embrace Curiosity: Be curious about all aspects of the problem, asking ‘why’ repeatedly to dig deeper. • Stay Open-Minded: Be open to all possible causes and solutions, avoiding premature conclusions. • Iterative Exploration: Recognize that the first solution isn’t always the best. Be willing to test, learn, and revise your understanding of the problem.