Course #3: Consulting Approach to Problem Solving
Think broadly about the problem
• Simply put, there are two parts of problem solving: Opening the problem up, then aggressively closing
it down
• Like good detectives, consultants keep an open-mind and look around to understand the entire (crime)
scene
• Clarify the problem statement (multiple times) before starting a project
Scope should be both broad and narrow
• Consulting managers need good problem definition in order to run profitable and efficient projects
• Practice listing out the “constraints” and “assumptions” on the project
• As a solo-consultant, the scope needs to be tightly controlled (no other resources available)
Breaking the problems into "buckets"
• Yes, you can call them focus areas or categories or economic drivers
• This simplifies complex or ambiguous problems and force trade-offs to selectively avoid areas
• This provides clients the opportuntiy to give early feedback
• Frameworks are not perfect, and yet they are helpful in quickly creating “buckets” to organize your
thinking
• Understanding your client = understanding the client’s frameworks
Using “logic trees” to connect the “buckets”
• “Buckets” are not random. Ideally, they should not overlap and cover all the major elements
• Consultant often use “logic trees” to break the buckets into more distinct parts (truck, branch, twig,
leaf)
• Co-create logic trees with other stakeholders; don’t solve the problem by yourself
Hypothesis-based consulting
• Hypothesis based thinking = making educated guesses which can be tested and improved
• The initial hypothesis is a problem-solving map; it’s not perfect, but keeps you moving forward
• Be willing to evolve, edit, eliminate hypotheses as we get smarter on the situation / solutions
• Document your hypotheses and how you proved them out
Developing confidence in your solution(s)
• To have credibility with the client, it’s mandatory to get “as smart as possible” before the project starts
• By the project start, you are as prepared as you can be. Remember, it’s okay that you don’t have all the
answers
• Hypotheses are meant to be tested and discarded. The goal is NOT to defend incorrect assumptions
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• Be patient; even if you feel you “know the answer”, bring stakeholders along
Why do consultants love data?
• Without data, it's all opinion. To create lasting change, you must convince the head, heart, and hands
• Develop great habits on data hygiene and quality control
• Learn from your colleagues and “don’t reinvent the wheel”
Messy data is an opportunity
• It’s rare to have a project with perfectly available, clean, and useful data. Expect to “get your hands
dirty”
• Since data can be messy and missing, a lot of energy is required at the beginning of a project
• Look through previous client deliverables and “reverse-engineer” the data needed
Data lends credibility
• Data is useless without some cleansing and structure
• Clients often respect consultants’ ability to quickly gather, arbitrage, and analyze data
• Create preliminary analysis as soon as you have cleansed and validated the data
The journey from data to insights
• This journey to insights (and recommendations) is not a straight-line. There are multiple ups/downs
• Early in the project, there is a lot of activity with data: gathering, cleansing, analyzing, and validating
results
• Stay curious and continually refine your questions are you work through the data
Data request
• Think of a data request like a cooking recipe. If you have a good one, use it; don’t reinvent the wheel
• Junior consultants often take the lead in collecting the data
• Don’t be shy when it comes to data collection
Client follow up (data request example)
• The data request should be clear and understandable
• Consulting is a people business. How you treat people (at all levels in the client organization) matters
• The easier and less painful you make it for the client, the more likely you get useful data, quickly
• Data requests are one of the first impressions clients get
• This will be a process. Stay organized, patient, and effective
Data cleansing and structuring
• Even with a great data request, the data will require some preparation before it can be usable
• Using the cooking analogy, this preparation step is often called “mise en place”
• Think holistically; “what are we trying to do?”
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DMAIC: A key tool for process improvement
• Yes, we need to clearly DEFINE the problem we are trying to fix. “What does success look like?”
• After defining the goal, we need to MEASURE the “baseline” or current status; “what’s the gap?”
• Improving a process temporarily is meaningless; the goal is to sustain the improvement
