Business Problem Solving

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논리적 문제 해결 및 전략 수립에 대한 강의 내용

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  • 1. 1 Business Problem Solving

2. 2 Senior associate at Softbank Ventures Business analyst at McKinsey & Company 3. 3 AJ ! 4. 4 AJ ? AJ TV B2B B2C ? ERP AS ! 5. 5 1. 2. 3C Analysis 3. 4. 5. - - (4P ) AJ ? AJ TV B2B B2C ? ERP AS Framework ! 6. 6 ! PPT! 7. 7 1. 2. 3C Analysis 3 C 3. 4. Framework 5. - - (4P ) . 8. 8 , PPT 9. 9 Business Problem Solving Business Problem Solving 10. 10 ( ) ? 11. 11 , 12. 12 ( ) ? -Why How - - - - -(Optional) 13. 13 Why How ! - ? - ? - ? - ? 14. 14 : ? Fast follower ? : IT : Fast follower Operation: Marketing: HR: Finance: 15. 15 ? 1 - + + + + X 16. 16 : The key advantage of logic and hypothesis trees is that product a set of outputs which are mutually exclusive and collectively exhaustive (MECE). That means that you have covered all the ground, leaving no gaps, but without going over anything twice MECE No gaps No overlaps Not MECE 17. 17 : (x) 2011 ~2013 8% (x) 3 5% 2 (x) Top 3 30% Fragmented 18. 18 (Optional) : 19. 19 Business Problem Solving Business Problem Solving 20. 20 Four steps to problem-solving Basic question Project scope Context Decision maker Criteria Constraints Logic tree Hypothesis tree Issue analysis Plan Data analysis ? Message Goal Audience 21. 21 S pecific M easurable A ctionable R elevant T ime bounded e.g., ABC VS 100 4P e.g., ? VS 2007 2011 ? 22. 22 Framework(=Key Question ) ( , , ) ( ) 23. 23 The scientist is not a person who gives the right answers, he's one who asks the right questions. Claude Lvi-Strauss . 24. 24 xxx Corporate strategy Business Strategy Functional strategy Value driver strategy xxx A B XXX ? ? ? 25. 25 xxx Corporate strategy Business Strategy Functional strategy Value driver strategy xxx A B XXX ? ? ? Framework Value driver ( ROI) 26. 26 DM 1 - X X + + + + X + + + Value Driver 27. 27 Acquisition ? < 28. 28 Acquisition Is XXX an attractive acquisition target for XYZ? If it is, how can XYZ maximize value creation from its acquisition? Is XXX an attractive acquisition target for XYZ? How can XYZ maximize value creation from its acquisition? How much is the stand alone of XXX?1 What are the potential synergy opportunities with XYZ? Who are the key stakeholders and what are the risks? How can XYZ successfully pursue potential opportunity in commercial aircraft market and MRO? How can XYZ successfully pursue potential opportunity in defense aircraft market? How can XYZ effectively fill capability gaps (i.e. inorganic growth and partnership opportunity)? 5 6 7 What is XXXs value proposition and how good are their capabilities, in R&D, Assembly and/or Commercial areas? 1 3 4 2 ? 29. 29 MMORPG FRAMEWORK Budget ? ? MMORPG Lifecycle : 3~5 : 1~3 : 3~10 : 1~2 / No Test (e.g.,: ) Tool Mind CEO/COO / ? / MMO Parameter ? / / HR /Globalization ? 30. 30 Disaggregation Hypothesis-driven Postulates a hypothetical solution and identifies what is necessary and sufficient to prove or disprove it Starts with problem definition and explodes it into components Both approaches decompose the problem into a useful series of pieces (may be statements, issues or questions) These sections help to define the basic areas of work needed to solve the basic question Decomposition creates the teams Problem Structure Description Logic Tree : Framework 31. 31 2. Sizing up the problem Example of a Disaggregation tree Should we launch a new lager brand? Is the lager market attractive? Can we gain a share of the value by launching a brand? Benefits of disaggregation-based approach Creates a map of the entire possible solution space Very useful when you know little about a problem, and need to learn quickly where the important levers are Most powerful when a problem can clearly be broken down into a complete sets of pieces, with little chance of missing anything e.g. cost structures or industry analyses Slow but steady, reliable approach to problem solving Is it large? Will it grow? Is it profitable? What are the key success factors in the market? Is launching a new brand the best way to generate value? Do we have the ability to success against these? Why ? Why ? MECE 32. 32 2. Sizing up the problem Example of a Hypothesis-driven tree We should launch a new lager brand The best way to build value in the lager market is via brands Building value in the market is better than exiting Benefits of a hypothesis-driven approach Picks a promising section of the potential solution space, and begins from there Most useful when a broad solution is clear at the start; or when problem is so complex that disaggregation tree is too large or time-consuming to build Most powerful when a problem doesnt have an easily-defined set of pieces (e.g. organisational redesigns) Can produce a solution much faster than a disaggregation approach, but only if the hypothesis is broadly right in the first place The cause of recent profit decline has been price reductions Branding is the best way to support and sustain a price premium Exiting the lager market would lose us our current profits from the market It would lower our utilisation of fixed production and distribution assets It would weaken our beer and soft drinks distribution system How ? How ? MECE 33. 33 The key advantage of logic and hypothesis trees is that product a set of outputs which are mutually exclusive and collectively exhaustive (MECE). That means that you have covered all the ground, leaving no gaps, but without going over anything twice You have a better chance of arriving at a MECE analysis of what? question using a logic tree. Experience has shown that it is usually a better diagnosis tool than the hypothesis tree when you are in unfamiliar territory and understand very little about the nature of the problem to be solved. A hypothesis tree comes into its own, by contrast, when you have enough data to start having a more intuitive feel for the problem and can zero in on possible reasons for the problem, without having to worry whether you are covering all the bases in a MECE way. MECE No gaps No overlaps Not MECE 34. 34 WhyThought Rough and tumble hypothesis sessions tap everyones creativity, tend to get better answers and are fun Use your whole team, not lone wolf approach It is sometimes easier to think up sub- issues and analysis and then to group them, than to work linearly If stuck, try building then backward (from the twigs) in addition to forward (from the trunk) Different trees provide new perspectives on the problem Try multiple trees and constantly update and revise 35. 35 Corporate Finance Economics Accounting Strategy Consumer Psychology . . . ! 36. 36 70% .. 37. 37 38. 38 Bunge Issue ? Bunge ? ? Oilseeds Soybean, Soybean , Asia , , renewable fuel GMO GMO Benefit Soybean GMO Stream of Second generation food Niche player Major player GMO Issue ? (1)Oilseeds (2) Supply chain Integrated Supply chain (3) GMO (4) GMO (5) , (6) Soybean Income meat 1 (0,1cal/$, 7 ) , , 2/3 ? Bunge 2000 2.64 , 0.4 % Oilseed 04~05 Integrated supply chain management GMO seeds Strategic alliance Seeds Bunge ? 1. 1. , 2. Business model (From Beyond the core) 2. , GMO 1. Oilseeds industry seeds ; (From Innovators solution) 3. Farmer 1. , Value chain (From Innovators solution) 4. Integrated supply chain management 39. 39 40. 40