Chapter 1. The most important skill you never learned
* Fast and slow problem solving
* Problem solving and the expertise trap
* Complex problems and unknown unknowns
* The need for a disciplined problem solving process
* Chapter 1 in one page
Chapter 2. The five pitfalls of problem solving
* Case 1: When the music industry went out of tune
* Pitfall 1: Flawed problem definition
* Case 2: The Grameen-Danone strengthening yogurt
* Pitfall 2: Solution confirmation
* Case 3: The call center story
* Pitfall 3: Wrong framework
* Case 4: New strategy at J.C. Penney
* Pitfall 4: Narrow framing
* Case 5: A fat chance for sugar
* Pitfall 5: Miscommunication
* Chapter 2 in one page
Chapter 3. The 4S method
* Where does the 4S method come from?
* An overview of the 4S method
* State: A problem well posed is half-solved
* Structure: The architecture of problem solving
* Solve: Between analysis and creativity
* Sell: Choose the approach that suits your audience
* Chapter 3 in one page
Chapter 4. State the problem: the TOSCA framework
* Trouble: What makes this problem real and present?
* Owner: Whose problem is this?
* Success criteria: What will success look like, and when?
* Constraints: what limitations and trade-offs constrain the problem-solving process and the solution?
* Actors: who has a say in the way we solve this problem, and what do they want?
* Write the core question
* Singing TOSCA as a choir
* Chapter 4 in one page
Chapter 5. Structure the problem: pyramids and trees
* Hypothesis-driven problem structuring
* Building a hypothesis pyramid
* Hypothesis-driven problem structuring: pros and cons
* Issue-driven problem structuring
* Growing issue trees
* Growing a tree or building a pyramid?
* Chapter 5 in one page
Chapter 6. Structure the problem: analytical frameworks
* The power of frameworks: MECE breakdowns of generic problems
* The danger of frameworks: Frameworks as mental models
* Industry frameworks: value drivers
* Functional frameworks
* When all else fails, try good old logic
* Chapter 6 in one page
Chapter 7. Solve the problem: eight degrees of analysis
* From structuring to analyses
* Eight degrees of analysis
* Planning the work
* Conducting the analysis
* Chapter 7 in one page
Chapter 8. Redefine the problem: the design thinking path
* Design thinking, and when to use it
* Five phases, one mindset
* Phase 1: Empathize
* Phase 2: Define
* Chapter 8 in one page
Chapter 9. Structure and solve the problem using design thinking
* Phase 3: Ideate
* Phase 4: Prototype
* Phase 5: Test
* Chapter 9 in one page
Chapter 10. Sell the solution: core message and storyline
* Don't tell the story of the search, tell the story of the solution
* The pyramid principle
* Pave the way for a dialogue
* Design your storyline
* Go for either a grouping or an argument
* Chapter 10 in one page
Chapter 11. Sell the solution: recommendation report and delivery
* Manage communications throughout the problem-solving process
* Beware the PowerPoint curse
* Create an effective, modular report
* Develop the content pages
* Make quantitative charts relevant and simple
* Use conceptual charts sparingly
* Trim the deck ruthlessly
* Quality control
* Beyond slide presentations
* Chapter 11 in one page
Chapter 12. The 4S method in action
* Case study: The Kangaroo opportunity
* What is the problem?
* Structuring the problem
* Solving the problem
* Selling the solution
* Appendix: First section of a report on the Kangaroo case study
Chapter 13. Conclusion: Becoming a problem-solving master