Ultimately, addressing the correct need and building core competency is what determines the right problem and solves them effectively.
Business leaders and professionals need to learn how to think cross-disciplinarily, frame the right problems, align resources and talent scientifically, build a competitive team and hold them accountable to solve problems smoothly.
Identification: Any problem is the right problem if there is an attempt to find a fit solution. The truth is, problems today are complex and interdependent; every complex problem can be considered to be a symptom of another problem. How you find a solution to it depends on your perspective to that problem. Can you take different angles to understand the real problem, identify the critical issues, rather than see the symptom on the surface?
It is so important to be cool-headed, understand the problem with context, leverage quality information and a set of inductions and deduction techniques for making logical reasoning. Context aids us in understanding what’s relevant and what’s not, do cause-effect analysis as the problems usually have many causes and can be very complex. Also, the cause-effect of the problem is not always linear, a small effect in one place can cause a cascade of events that produce a nonlinear big impact.
Collaboration: Complex problem-solving is often a teamwork, involving talented people by giving them active roles in the problem-solving initiatives. Beware of the need to consider the problems related to people, put the right people in the right positions with the right talent, proficient knowledge, and expertise to solve the right problems.
Strong collaboration is based on seamless alignment, scientific allocation, and empathetic assignment. Technically, there are capability alignment, information alignment, talent alignment, etc. An effective resource allocation and capital alignment scenario helps to prioritize effectively, integrate capabilities seamlessly to build core problem-solving competency, to ensure the budget is allocated to value proven problem-solving initiatives effectively.
Accountability: Good problem-solvers can fix the root cause of one problem; while a great problem-solver can perhaps solve a series of related issues. The digital leader’s role is to empower their people, assign the right problems to them based on their professional expertise and hold them accountable to get the work done effectively, make them feel important, appreciate and reward them, and then, the challenges to solve difficult problems can be overcome effectively.
People know what pieces of problems they need to solve, but they have the freedom to explore the technical “how”; do whatever needs to be done, and take the responsibility to ensure they do their best to bring about a good outcome. Collectively, accountability needs to be well embedded in the business culture. Trust, and verify; encourage self-management; if you ensure the individuals have autonomy within their tasks, you will be able to address performance on an equal partnership basis.
Ultimately, addressing the correct need and building core competency is what determines the right problem and solves them effectively. In practice, There is a talent or capacity shortage for either defining or solving the right problems. The good scenario for problem-solving goes between flexibility and processes, personalization and standardization; collaboration and healthy competition. It is important to experiment, explore, engage, and create multiple pathways to solve problems creatively. with the ultimate goal to achieve higher than expected performance results.
It is so important to be cool-headed, understand the problem with context, leverage quality information and a set of inductions and deduction techniques for making logical reasoning. Context aids us in understanding what’s relevant and what’s not, do cause-effect analysis as the problems usually have many causes and can be very complex. Also, the cause-effect of the problem is not always linear, a small effect in one place can cause a cascade of events that produce a nonlinear big impact.
Collaboration: Complex problem-solving is often a teamwork, involving talented people by giving them active roles in the problem-solving initiatives. Beware of the need to consider the problems related to people, put the right people in the right positions with the right talent, proficient knowledge, and expertise to solve the right problems.
Strong collaboration is based on seamless alignment, scientific allocation, and empathetic assignment. Technically, there are capability alignment, information alignment, talent alignment, etc. An effective resource allocation and capital alignment scenario helps to prioritize effectively, integrate capabilities seamlessly to build core problem-solving competency, to ensure the budget is allocated to value proven problem-solving initiatives effectively.
People know what pieces of problems they need to solve, but they have the freedom to explore the technical “how”; do whatever needs to be done, and take the responsibility to ensure they do their best to bring about a good outcome. Collectively, accountability needs to be well embedded in the business culture. Trust, and verify; encourage self-management; if you ensure the individuals have autonomy within their tasks, you will be able to address performance on an equal partnership basis.
Ultimately, addressing the correct need and building core competency is what determines the right problem and solves them effectively. In practice, There is a talent or capacity shortage for either defining or solving the right problems. The good scenario for problem-solving goes between flexibility and processes, personalization and standardization; collaboration and healthy competition. It is important to experiment, explore, engage, and create multiple pathways to solve problems creatively. with the ultimate goal to achieve higher than expected performance results.
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