Method overview
Structured Problem Solving
A structured, evidence-based way to solve organisational, operational and management problems, large or small: costs that rise faster than output, processes that fail between departments, performance data that cannot be trusted, plans that stall in delivery, and turnarounds. I deliver it personally, and it ends with a short-term plan that your team can implement.
Three ways to work together
Focused engagement
Directly with your organisation, for one clearly defined issue, such as a failing process, a disputed set of figures or a stalled initiative.
Extended engagement
Directly with your organisation, for several connected issues across functions, or a turnaround where costs, performance and growth all need attention.
Through an advisory firm
I join a firm’s bid or live project as project manager (plan, budget, governance, steering committees, reporting; PRINCE2 Practitioner), workstream lead, embedded specialist or bid support.
The method in five phases, each ending with a decision point
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Collect the data
Agree the question and gather the evidence before forming a view.
ActivitiesFraming session with the sponsor; problem statement and scope; data request; document and KPI review; first issue tree.
DeliverableOne-page problem statement, agreed scope, initial issue tree.
Decision pointSponsor confirms the question and scope.
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Diagnose
See how the problem shows up in practice and test the first hypotheses.
ActivitiesStructured interviews with management and the front line until themes recur; cross-functional workshops; process walk-throughs; data analysis and benchmarks.
DeliverableDiagnostic findings, each supported by evidence.
Decision pointFindings validated with the sponsor.
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Identify the main issues
Separate root causes from symptoms and decide what matters most.
ActivitiesRoot-cause analysis (5 Whys, cause-and-effect); hypothesis testing; sizing of impact; prioritisation by impact and urgency.
DeliverableRanked main issues with root causes, evidence and impact.
Decision pointManagement team agrees the priorities.
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Develop and test options
Find changes that remove the root causes, and prove they work first.
ActivitiesOptions designed with the people who will run them; assessment against value, cost, risk, speed and ease; pilots of the leading options against a baseline.
DeliverableRecommended changes with test results and evidence.
Decision pointManagement team chooses what to implement.
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Plan the first 90 days
Turn the chosen changes into a plan the organisation can deliver and sustain.
Activities30/60/90-day plan with owners, milestones and KPIs; weekly review routine; governance and escalation; handover to the owners.
DeliverableImplementation plan, tracking pack and handover note.
Decision pointPlan approved; optional implementation support agreed.
I do personally
I lead every interview and workshop, carry out the analysis and root-cause work, write every deliverable, and run the first weeks of the review routine with your team.
Your team contributes
A sponsor who decides at each decision point, a named contact for data and logistics, time for interviews, workshops and pilots, and owners for each action in the 90-day plan.