SOLVE PROBLEMS

Sometimes what an organization needs, above all else, is a problem solved. This is about finding the answer to a persistent issue; it's really not about creating strategy, per se.

For example, a client requested our help in the "solve problems" category of organizational life in the following way: Their annual international board meeting was approaching. There was one complex issue which had been on the agenda for three years, and remained unresolved. "Would it be possible", they asked, "for us to take the board through a process which would bring the issue to conclusion and decision?" Without closure the organization would be unable to move forward in significant ways.

We were able to orchestrate a protocol brought that board to a successful conclusion during their meeting.

When we are sought out by organizations that need problems solved we search for the shortest distance between an issue that needs to be addressed (or, a problem that needs to be solved) and the specific answer or resolution.

Sometimes the best way to cover that distance is a comprehensive report, at other times it is a single conversation with one of our experts, in certain instances it is a well-designed process which is then specifically applied to the issue at hand, and then there are situations which simply require focused thinking.

When we are in our "solve problems" mode our approach resembles a surgical strike: a well-planned action that is designed to happen quickly and efficiently.

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		SOLVE PROBLEMS Sometimes what an organization needs, above all else, is a problem solved. This is about finding the answer to a persistent issue; it's really not about creating strategy, per se. For example, a client requested our help in the "solve problems" category of organizational life in the following way: Their annual international board meeting was approaching. There was one complex issue which had been on the agenda for three years, and remained unresolved. "Would it be possible", they asked, "for us to take the board through a process which would bring the issue to conclusion and decision?" Without closure the organization would be unable to move forward in significant ways. We were able to orchestrate a protocol brought that board to a successful conclusion during their meeting. When we are sought out by organizations that need problems solved we search for the shortest distance between an issue that needs to be addressed (or, a problem that needs to be solved) and the specific answer or resolution. Sometimes the best way to cover that distance is a comprehensive report, at other times it is a single conversation with one of our experts, in certain instances it is a well-designed process which is then specifically applied to the issue at hand, and then there are situations which simply require focused thinking. When we are in our "solve problems" mode our approach resembles a surgical strike: a well-planned action that is designed to happen quickly and efficiently.