Mike Figliuolo shows you how to figure out what your recommendation will be, what the assertion is, and the critical facts you need to support it.
- As you go to make your recommendation, … it's important to remember that assertions are based … upon facts. … So you're going to take your facts, … take a step back from them, and say what can I conclude, … what can I recommend based on the facts that are available? … So let me walk you through an example of how this works. … So we have product A, … and we know a few things about product A based … on the analysis we did in prior steps. … We already know that product A is not unique in the market. … It's relatively a commodity. … We've done the analysis … that shows our product versus competitor products, … and they're not that different. … So it's not unique. … We also know that product A is going to be hard to grow. … It's a commodity. … The market is already saturated, … and again, we've done the analysis … that proves product A is going to be hard to grow. … Now based on those two facts, … we can make an assertion that we should not invest … in growing product A, … (marker squeaking) …
- Explore strategies for defining your business problem.
- Recall how to keep a problem well defined using logic maps.
- Recognize how to use a 2x2 matrix to prioritize solutions.
- Review the meaning of assertions and how they relate to recommended actions.
- Identify the most common problem-solving pitfalls.