9 steps to solve problems in consulting!
Summary
TLDRيتناول الفيديو موضوعًا مهمًا حول خطوات حل المشكلات في الاستشارات الإدارية، حيث يوضح كيفية تعامل الاستشاريين مع مشكلات الشركات من خلال عملية تتكون من تسع خطوات. يبدأ بفهم المشكلة وهيكلتها، ثم ينتقل إلى وضع الفرضيات وتحليل البيانات، وصولًا إلى تقديم الحل المناسب. يُشدد الفيديو على أهمية حل المشكلات في مجال الاستشارات كونه لبّ عمل الاستشاريين، ويشير إلى أن الخبرة ليست دائمًا شرطًا أساسيًا، بل القدرة على التفكير التحليلي المنهجي. الفيديو يقدم إطارًا عمليًا لتسهيل التعامل مع المشكلات الكبيرة وتبسيطها.
Takeaways
- 🔍 الاستكشاف: يبدأ النص بعرض أهمية الاستكشاف في مجال الاستشارات الإدارة، حيث يعتبر الاستكشاف الجوهري للخدمة التي تقدمها الشركات الاستشارية.
- 🌟 الشخصية: يتحدث المقدم عن نفسه ويعرض تجربته الشخصية في مجال الإدارة الاستشارية.
- 📈 التطور: ينصح المقدم بتعلم الاستكشاف الهيكلي للمشاكل، حيث يعتبر ذلك أساسيًا في الوظائف المقدمة في ال Consulting.
- 📚 الكتب: يوصى بقراءة كتابين: 'The McKinsey Way' و 'The McKinsey Mind' لتعلم الاستكشاف في ال Consulting.
- 🛠️ النموذج: يقدم المقدم نموذجًا من ال他自己 لاستكشاف المشكلات يتضمن 9 خطوات مفصلة.
- 🧩 الهيكل: يشدد على الأهمية الأساسية لفهم ال的结构化 المشكلات، وتقسيمها إلى مشاكل فرعية أصغر.
- 💡 الفرض: يتحدث عن الأهمية لتطوير假设، أو افتراضية، حول الحلول قبل التحليل.
- 📊 التحليل: يوضح النص خطوات التحليل، بدءًا من التخطيط، مرورًا بجمع البيانات، وإجراء التحليل.
- 🔄 التكرار: يشدد على أن الاستكشاف دائمًا متكررًا، قد تحتاج إلى العودة إلى الخطوات السابقة إذا لم تكن التحليل تعطي النتائج المتوقعة.
- 📝 التطوير: يشدد على أهمية تطوير الحلول مع الأخذ في الاعتبار القيود الموجودة لدى العملاء.
- 🗣️ التواصل: يشدد على أهمية التواصل مع الإدارة العليا لتقديم الحلول النهائية.
Q & A
ما هي أهمية حل المشكلات في الاستشارات الإدارية؟
-حل المشكلات يعد من الأمور الأساسية في الاستشارات الإدارية لأنه يمثل المنتج الرئيسي الذي تقدمه شركات الاستشارات للعملاء. يقوم العملاء بتوظيف فرق استشارية لحل المشكلات التجارية التي يواجهونها.
ما هي الخطوة الأولى في حل المشكلات في الاستشارات الإدارية؟
-الخطوة الأولى هي فهم المشكلة. يجب على الاستشاري فهم ما يريده العميل وتحديد المشكلة الرئيسية من خلال تحليل وضع الشركة وظروف السوق والبيئة التنافسية.
ما المقصود بتقسيم المشكلة؟
-تقسيم المشكلة يعني تقسيم المشكلة الكبيرة إلى مشكلات فرعية أصغر لتسهيل معالجتها. على سبيل المثال، إذا كانت المشكلة تتعلق بزيادة الربحية، يتم تقسيم المشكلة إلى محركات الإيرادات والتكاليف المختلفة.
ما هو مبدأ 'MECE' في تقسيم المشكلات؟
-مبدأ 'MECE' يعني أن المشكلات الفرعية يجب أن تكون متبادلة الحصرية وشاملة في الوقت نفسه. بمعنى أن كل مشكلة فرعية يجب أن تمثل جزءًا من الصورة الكبرى، دون أن يكون هناك تداخل بينها.
لماذا يعتمد المستشارون على فرضيات في عملية حل المشكلات؟
-الاعتماد على فرضيات يساعد في جعل عملية التحليل أكثر كفاءة، حيث يمكن للمستشارين تحديد المجالات التي تستحق التحليل بناءً على الفرضيات بدلاً من محاولة تحليل كل شيء.
ما هي الخطوة الرابعة بعد وضع الفرضيات؟
-الخطوة الرابعة هي تخطيط التحليل. يتم فيها تحديد أنواع التحليلات المطلوبة لاختبار الفرضيات وتوزيع المهام والموارد اللازمة.
ما هي أهمية جمع البيانات في حل المشكلات؟
-جمع البيانات يعد خطوة أساسية لتحليل المشكلة. يمكن جمع البيانات من خلال مصادر متعددة مثل مقابلات مع العملاء أو البحث أو استخدام أنظمة إدارة المعرفة.
ماذا يحدث إذا لم تؤكد التحليلات الفرضيات المطروحة؟
-إذا لم تؤكد التحليلات الفرضيات، قد يكون من الضروري العودة إلى الخطوات الأولى لإعادة التفكير في المشكلة وتقديم فرضيات جديدة وإجراء تحليلات جديدة.
ما هي العوامل التي يجب مراعاتها عند تطوير الحل النهائي؟
-يجب مراعاة القيود التي يواجهها العميل مثل الموارد المالية، القدرات البشرية، والقيود الزمنية عند تطوير الحل النهائي.
ما هي الخطوة الأخيرة في عملية حل المشكلات في الاستشارات الإدارية؟
-الخطوة الأخيرة هي تقديم الحل للعميل، وغالبًا ما يتضمن ذلك عرضًا نهائيًا أمام مجلس الإدارة لشرح الحلول المقترحة بشكل واضح.
Outlines
🔍 Problem Solving in Management Consulting
The speaker, Yanes, introduces the topic of problem-solving in management consulting, emphasizing its importance as the core product of consulting firms. He shares his own learnings and experiences in consulting to help others succeed in the field. Yanes explains that problem-solving is crucial, even for those new to consulting, as it forms the basis of their work for the initial years. He introduces a nine-step problem-solving framework he developed, inspired by books like 'The McKinsey Way' and 'The McKinsey Mind' by Ethan M. Rasiel. The first three steps involve understanding the problem by identifying the client's needs and the company's situation, structuring the problem by breaking it down into smaller, manageable sub-problems, and deriving hypotheses about potential solutions based on initial research and analysis.
📈 Efficient Problem Analysis and Solution Development
In the second part of the video script, the focus shifts to the analysis phase of the problem-solving process. Yanes discusses the importance of formulating efficient hypotheses to guide analysis and avoid overwhelming efforts. He outlines steps four to six, which include planning the analysis to test hypotheses, collecting necessary data, and conducting the analysis itself. The speaker highlights the iterative nature of these steps, noting that one might need to revisit earlier steps if the analysis does not yield the expected results. The final phase involves interpreting the analysis results to confirm or reject hypotheses, developing a solution considering client constraints, and communicating the proposed solution to the management board. Yanes concludes by emphasizing the practicality of the nine-step framework for daily problem-solving in strategy consulting and invites viewers to share their experiences.
Mindmap
Keywords
💡حل المشكلات
💡هيكلة المشكلة
💡فرضيات
💡جمع البيانات
💡تحليل البيانات
💡التفكير المتكرر
💡التواصل مع العميل
💡قيود العميل
💡إطار العمل
💡تحسين الربحية
Highlights
Problem-solving is the core product of any consulting firm.
Consultants are not hired for specific expertise but to structure and solve problems.
It's crucial to understand that problem-solving is a core competence in consulting.
First step: Understand the problem by deeply analyzing the client’s situation and industry environment.
Second step: Structure the problem by breaking down the main issue into smaller, manageable sub-problems.
Use the MECE principle—Mutually Exclusive, Collectively Exhaustive—to break down complex problems.
Third step: Derive hypotheses based on your initial understanding of the problem and the client’s situation.
Hypothesis formulation helps consultants avoid ‘boiling the ocean’ and allows for focused analysis.
Fourth step: Plan the analysis, determining what type of analysis will prove or disprove your hypothesis.
Fifth step: Collect data, including client information, interviews, research, and public databases.
Sixth step: Conduct the analysis, which could involve qualitative or quantitative methods, such as business models or sensitivity analysis.
Seventh step: Interpret the results to confirm or reject your hypothesis.
Problem-solving in consulting is often an iterative process that may require revisiting earlier steps.
Eighth step: Develop a solution considering the client’s constraints like time, resources, and capabilities.
Ninth step: Communicate the solution effectively, often through a final presentation to the management board.
Transcripts
what are nine steps to solve business
problems in
Consulting hi everyone my name is yanes
and welcome to this channel welcome to
mastering Consulting on this channel I
share my own learnings and experiences
from my own current Journey management
consulting to help you to become
successful in Consulting and living a
balanced life and if you're new to this
channel then please subscribe be to it
and leave a thumb up this will help you
that you don't miss any new video and
today we talk about a very important
topic we talk about nine steps to solve
problems in management
consulting and you probably know that
problem solving in management consulting
is very very important because problem
solving is at the end the core product
of any consulting firm so the client has
a business problem they hire a
Consulting team and throughout the
project the Consulting team deres a
solution and it's very important to
understand that problem solving is at
the core of any consultancy because
people are very often kind of nervous if
they join Consulting because they say
hey I'm so Junior and I have no certain
expertise so I don't know why they hire
me in a Consulting team but the thing is
that it's not that much about a certain
expertise yes you know this comes with
some experience but the core competence
of a consultancy is to solve problems so
especially if you're new in Consulting
then it's important it's really really
crucial to learn about problem solving
to learn how to solve problems as
structured as possible because this is
definitely something that is you know at
the core of your work for the first
couple of years and what I want to do
today is to introduce you to a very
simple nine-step problem solving
framework that I came up with uh over
the past years two books that I can
recommend for you if you want to learn
about problem solving is the McKenzie
way and the McKenzie mind and by Ethan M
raisel and also the book corrected those
are two very very cool books about
problem solving in Consulting and what I
want to introduce today is my own
process that I developed um over the
past four years it was based on the
books that I just recommend but I kind
of adjusted it and twisted it so that
it's kind of simp and practical for
myself and I want to talk today about
those nine steps and start with the
first three steps so the first part of
problem solving is that you structure
the problem and you typically have three
steps so first of all you really try to
understand the problem okay this means
that you try to figure out what the
client actually wants from you what the
actual problem is you really try to
understand the situation of the company
you're working for the maybe the
competitive environment the industry
maybe also some mro Trends so you try to
identify everything that is important to
understand the problem the second step
is that you actually structure the
problem so this means typically you have
one big problem that you have to tackle
maybe for an example we take that you
have to increase profitability but this
is a very complex problem because
there's so many things that have an
impact on the profitability so you as a
consultant try to structure the problem
and this means that you divide a or that
you break down a big problem into
smaller sub problems and staying with
this profitability example this could
mean that you um break the profitability
down in all the revenue drivers maybe
down in all the um cost drivers and this
really helps you to um break it down
into more techable sub problems and an
important principle here is that you are
mey so if you break complex problems
down into smaller projects uh problems
that you um are mutually exclusive but
collectively exhaustive this means that
all of the sub problems um are the big
picture and nothing is excluded but that
each of those um sub problems stands for
itself then the third step is that you
derive hypothesis so this means after
you understood the problem after you
structured it you try to develop some
hypothesis about a problem about a
solution because
typically um on that uh stage uh if you
are in Step number three you already
have some information maybe you did some
interviews with a client maybe you did
some initial analysis you did some
research and you should have a pretty
good idea about then um what the problem
could be and what a potential solution
should be so you derive hypothesis and
those hypothesis will help you next
phase I will talk about in a second to
really make it as efficient as possible
because in Consulting you don't want to
boil the ocean as we call it so this
means that you analyze everything that
is out there no you only have limited
times and limited resources so you want
to formulate hypothesis that make your
analysis process as efficient as
possible that's the reason why we walk
work with hypothesis in management
consulting then the next three steps
that I want to talk about are in the
second phase and this is the phase of
analyzing the problem so after you
derive your hypothesis you actually in
Step number four plan the analysis so
this means that you think about okay
what kind of analysis do I have to
perform in order to test my hypothesis
in order to prove it or reject it you
also think about who has to do the
analysis and by when and you actually um
prepare the project plan there
step number five is that you collected
data so maybe you ask for some data from
the client maybe you conduct some
interviews maybe you do some research
maybe you hire some experts um maybe you
um try to get access and information
from your internal Knowledge Management
System you try to get access to public
databases so it doesn't matter okay you
collect the data that you need to have
in order to do the analysis and then
step number six is that you act actually
conduct the analysis and this could be
let's say a business model that you
build this could be a ABC analysis this
could be a sensitivity analysis or just
a qualitative analysis where you go
through all of the statements from the
interview so it doesn't matter step
number six is typically that you conduct
the conduct the analysis to test your
hypothesis so we have two steps first
you structure it after that you analyze
it and then comes the next step pH and
this is the phase of providing the
solution and there we have the Final
Three Steps step number seven is that
you um interpret the results so you did
the analysis now you do the
interpretation and see okay can my
hypothesis be confirmed or rejected it's
crucial to understand that those are
iterative steps sometimes so maybe in
some projects you know this is a linear
process where you have to go through
those phases only once H at a time
but sometimes you realize in Step number
seven that your analysis doesn't give
you the answer that you were looking for
and then you have to go maybe to step
number one again but you really try to
think again about the problem okay and
then you derive new hypothesis and do
new analysis so this can always be the
case so be aware that this is always an
iterative approach nevertheless after
you went through step number one and
seven a couple of times until you got
the results that you wanted you go to
step number eight and this means that
you develop a solution if we talk about
solution development it's crucial to uh
also consider the constraints of your
client sometimes they have constraints
in terms of Financial Resources maybe
human capabilities maybe there are time
constraints so think about that and
finally derive the solution and then
step number nine is also very important
uh a very important part of management
consulting is to communicate Your
solution which means that you usually
have your final presentation with the
management board where you talk about
the solution that you want to
propose so that's it for um the nine
steps uh in problem solving in
Consulting I can say that this these
nine steps really helped me throughout
the past four years to solve problems in
strategy Consulting on a daily basis and
I still use it be aware that it's not
always that structured so many um
project leaders in uh management
consulting they don't follow exactly
those nine steps or they do it
intuitively but um you know this should
give you a big a good overview of how
Consulting and how problem solving and
Consulting actually can look like and
hopefully this got uh gave you some food
for thought for yourself and a practical
um advice on how you can solve problems
in a simple way so with that being said
I'm of course interested what your
experiences are in problem solving so if
you have any experiences then write them
down in the comment and I hope this
brought value to you hope to talk to you
soon goodbye you handness
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