Strategies for Real-World Problem Solving

🎯 Why Most Business Problems Remain Unsolved (And How to Fix That) Last week, I had the privilege of facilitating a Problem Solving & Business Acumen workshop for our teams at L'Oréal Indonesia. 💡 The Problem We All Face (But Rarely Talk About) Here's an uncomfortable truth: we're wired to jump to solutions. In business, this looks like: ✔️ Launching promotions without understanding why sales declined ✔️ Hiring more people without diagnosing process inefficiencies ✔️ Copying competitor tactics without validating if they fit our context The cost? Wasted resources, frustrated teams, and recurring problems that never truly go away. According to the World Economic Forum's Future of Jobs Report 2023, analytical and critical thinking are the #1 and #2 most important skills for workers. Yet, most of us were never formally taught how to think critically or solve problems systematically. 🛠️ The Problem-Solving Process: A Step-by-Step Guide Step 1: Define the Problem (Don't Jump to Judgment!) 📝 Craft a Problem Statement with 6 components: "How can [responsible party] improve/reduce [reality] to meet [expectation] within [timeline] without [anti-goals], in order to fulfill [reason]?" Example: "How can the product team launch a new product on time in Q4 2024 without sacrificing key processes, in order to meet the sales target?" Step 2: Find Alternatives (Issue Tree + MECE) Once the problem is clear, break it down using an Issue Tree. For instance, if mascara sales dropped -14% YoY: 📦 Placement → Gondola compliance, visibility, signage 🎁 Promotion → BOGO mechanics, POS materials 💰 Price → Elasticity, perceived value 🎨 Product Claims → Content freshness, reviews 🔥 Competition → Share of voice, endcap presence ✅ Ensure hypotheses are MECE (Mutually Exclusive, Collectively Exhaustive)—no overlaps, no gaps. Step 3: Test Your Hypotheses Don't fall in love with your first idea. Run quick tests: 📊 For a skincare serum declining in pharmacies, we tested: ✔️ Hypothesis A: Reduced pharmacist advocacy is the issue → Micro-detailing pilot in 10 stores ✔️ Hypothesis B: Cold chain OOS drives lost sales → Warehouse SOP audit + temperature logs ✔️ Hypothesis C: Execution gaps suppress promo ROI → Endcap compliance audit Each hypothesis had clear KPIs and timelines—no guessing, just data. Step 4: Make the Decision (Impact vs. Effort Matrix) Not all solutions are equal. Prioritize: 🟩 Quick wins—do this! 🟦 Strategic bets 🟨 Fill-ins 🟥 Avoid Focus on low effort, high impact moves first. Build momentum, then tackle the big bets. 🚨 What Happens When We Skip These Steps? A mascara brand saw sales drop -14% YoY. The reaction? "Let's run a BOGO promo!" The result? Sales stayed flat. Why? Because the real issues were: ❌ Poor gondola compliance (only 68% correct facings) ❌ Weak influencer share of voice ❌ Competitor secured prime endcap space The lesson: Solutions applied to the wrong problem = wasted budget and missed targets.

Problems aren't roadblocks. They're invitations. An invitation to innovate. To rethink. To leap. The difference between stuck and unstoppable? It's not the challenge. It's you. Your lens. Your toolkit. Your willingness to dance with the difficulty. As a tech leader, your ability to solve complex issues can make or break your career. I've led teams across continents, industries, and crises. Here's what I've learned: 𝟭. 𝗥𝗼𝗼𝘁 𝗖𝗮𝘂𝘀𝗲 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 Peel back the layers. Ask "Why?" repeatedly. You're not fixing a leak; you're redesigning the plumbing. 𝟮. 𝗦𝗪𝗢𝗧 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 Map your battlefield. Know your strengths, weaknesses, opportunities, and threats. Sun Tzu would approve. 𝟯. 𝗠𝗶𝗻𝗱 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 Visualize the chaos. Connect the dots. Your brain on paper, minus the mess. 𝟰. 𝗦𝗰𝗲𝗻𝗮𝗿𝗶𝗼 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 Prepare for multiple futures. Be the chess player who sees ten moves ahead. 𝟱. 𝗦𝗶𝘅 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗛𝗮𝘁𝘀 Wear different perspectives. Be the critic, the optimist, the data analyst, the artist, the operator. Your mind is pliable; use it. 𝙒𝙝𝙮 𝙩𝙝𝙞𝙨 𝙢𝙖𝙩𝙩𝙚𝙧𝙨: - 76% of IT leaders rank problem-solving as the top soft skill (Global Knowledge) - Strong problem-solvers are 3.5x more likely to hit strategic goals (Harvard Business Review) - 70% of problem-solving pros drive more innovation (PwC) These aren't just methods. They're mindsets. Tools to reshape your thinking. I've used these to navigate multi-million-dollar projects and multinational teams. They work. Period. But the real differentiator: consistency. Use these daily. Make them habits. Your problem-solving muscle grows with every rep. Start now. Pick one method. Apply it to a current challenge. Share your results. The best tech leaders aren't born. They're forged in the fires of solving complex problems. What will you solve today?

During my time as a Navy SEAL, precision and thorough analysis were not just practices but NECESSITIES! The "Five Whys" method exemplifies this approach outside the battlefield, presenting a clear path to problem-solving. Here's how it worked for the Lincoln Memorial's unexpected challenge: 1️⃣ Why is the memorial dirty?Because of bird droppings. 2️⃣ Why are there bird droppings?Birds are attracted to the area. 3️⃣ Why are birds attracted? They eat the spiders there. 4️⃣ Why are there spiders? Spiders eat the insects 5️⃣ Why are there insects? They're attracted to the lights left on at night. The solution? Adjust the lighting to reduce the insects to deter the spiders and birds, directly addressing the root of the cleanliness issue. This method isn't just for maintaining national monuments; it's a powerful tool for any leader or problem-solver in any field. The next time you're faced with a challenge, I urge you to employ the "Five Whys." Get deep. Understand the problem fully before jumping to solutions. By sharing this method, you're not just passing along a problem-solving tool; you're empowering others to think critically and act decisively. Be the one to inspire change, to lead by example.

Are you solving the wrong problem? Solving the wrong problem feels productive but quietly compounds failure. You burn time, resources, and credibility while the real issue continues to grow, often becoming harder and more expensive to solve. Worse, you may optimize the wrong solution, reinforcing bad assumptions and creating the illusion of progress. This leads teams to get stuck treating symptoms, not causes. To identify the correct problem, start by separating symptoms from root causes. 1. Ask “what must be true for this to happen?” and keep drilling down. 2. Reframe the problem multiple ways and test each against evidence, not intuition alone. Seek disconfirming data, not just supporting data. 3. Talk to people closest to the issue. Map cause-and-effect relationships. 4. Define success clearly. If solving the "problem" does not lead to an outcome that matters, you are likely trying to "solve" the wrong problem. #problemsolving #understanding #progress

As part of my first software engineering job, which was at a manufacturing firm, my manager granted me freedom to choose what I wanted to work on. Little I knew that that meant independently identifying business needs and then crafting solutions. As a novice in the software engineering realm, I lacked the guidance and mentorship typically offered to newcomers. Instead, I was thrust into a role where I was expected to create my own work. In general, those skills are characteristic of mid to senior level engineers. I spent the following months observing mechanical engineers and technicians. I meticulously observed their routines, pinpointed their pain points, and identified the repetitive tasks that were consuming their time. Six months into the role and I prototyped a computer vision solution that automated visual inspection of freshly assembled medical devices. I wrote it fully in C++ using the OpenCV library, with unit tests and proper documentation. My prototype quickly garnered attention and piqued interest, evolving into a full-scale solution that significantly reduced the manual labor required, saving us tens of hours each week. This experience taught me valuable lessons about embarking on new projects and joining teams: 1️⃣ Observe and Inquire: Start by closely observing and asking questions. Take diligent notes as you go along. 2️⃣ Identify Pain Points: Understand where the team is struggling the most, and recognize the areas in need of improvement. 3️⃣ Propose Well-Considered Solutions: Suggest solutions with well-thought alternatives. Be prepared to present your ideas effectively. 4️⃣ Execute and Deliver: Put your plans into action, and ensure your implementation aligns with the team's needs. Following these steps will allow you to become an organizational asset and propel your growth. This journey not only honed my technical skills but also imparted crucial insights into the dynamics of software engineering and problem-solving in a real-world context.

Prescription without diagnosis is malpractice. But are you unknowingly doing this in your business right now? You might think: ➝ Spending more on marketing will fix your growth issue ➝ Hiring more people will solve your bandwidth problem ➝ More pizza parties will transform your company culture But how do you know you’re addressing the root cause—and not just a symptom? I’ll admit, I’ve made surface-level decisions before. But over time, I’ve learned: ➝ Making decisions without proper analysis is like taking a prescription without bloodwork. ➝ The real problem often lies 2–3 layers deeper than it seems. ➝ It takes time and diligence to uncover the root cause before jumping into solutions. As a consultant, much of my work with clients revolves around diagnosing the real problem first. Here’s how I ensure we’re tackling the right issues: 1. Ask questions—and a LOT of them. 2. Dig deep by repeatedly asking “Why?” Each answer informs the next question, peeling back layers to find the truth. 3. Spot patterns. Most problems aren’t isolated incidents—they’re recurring trends. 4. Bring in fresh perspectives. Sometimes you’re too close to see clearly. Outside input can reveal what you’re missing. 5. Map the problem visually. Tools like Miro or Lucidchart help untangle complex systems and identify bottlenecks. When you solve issues at their core, rather than masking symptoms, your business grows sustainably. What frameworks or strategies do you use to identify and address bottlenecks?

I am still glowing from the fantastic opportunity I had today to interview Harvard's J. Stuart Ablon, PhD to share his revolutionary collaborative problem solving insights.   His groundbreaking message? People do well if they can! Success is about skill, not will.   Dr. Ablon's Collaborative Problem Solving (CPS) approach, developed at Think:Kids Harvard (https://thinkkids.org), challenges traditional beliefs about motivation. Instead of asking "Why won't they?" we should ask "Why can't they?" This paradigm shift introduces the powerful ABC framework for problem-solving: Plan A: Direct intervention Plan B: Collaborative solution-finding Plan C: Strategic flexibility   Key takeaways reveal how chronic stress can impair skill development and decision-making, while psychological safety and empathy are crucial for team success. Rather than focusing on extrinsic motivators, leaders should nurture mastery, autonomy, and connectedness.   When facing challenges with team dynamics, Dr. Ablon advocates for curiosity over judgment. He shared the motto “curious, not furious!” Even seemingly difficult behaviors often stem from skill gaps rather than intentional disruption. The path forward? Create environments where people can develop skills safely, practice empathy, and engage in genuine collaborative problem-solving.   This transformative approach promises stronger teams, better outcomes, and more sustainable solutions, all through the power of understanding and developing core skills. 

📍 Day 50 of #100DaysOfAI 𝐏𝐫𝐨𝐦𝐩𝐭 𝐄𝐧𝐠𝐢𝐧𝐞𝐞𝐫𝐢𝐧𝐠 𝐏𝐚𝐫𝐭 3: 𝐔𝐧𝐥𝐨𝐜𝐤𝐢𝐧𝐠 𝐋𝐋𝐌 𝐒𝐮𝐩𝐞𝐫𝐩𝐨𝐰𝐞𝐫𝐬 𝐰𝐢𝐭𝐡 𝐑𝐞𝐚𝐬𝐨𝐧𝐢𝐧𝐠 𝐓𝐞𝐜𝐡𝐧𝐢𝐪𝐮𝐞𝐬 | “𝘗𝘳𝘰𝘮𝘱𝘵𝘪𝘯𝘨 𝘪𝘴 𝘥𝘦𝘴𝘪𝘨𝘯 𝘵𝘩𝘪𝘯𝘬𝘪𝘯𝘨 𝘧𝘰𝘳 𝘮𝘢𝘤𝘩𝘪𝘯𝘦𝘴.” But what if we could go further—what if we could teach machines to 𝘳𝘦𝘢𝘴𝘰𝘯? As LLMs (Large Language Models) evolve from passive responders to intelligent collaborators, the next frontier is 𝐫𝐞𝐚𝐬𝐨𝐧𝐢𝐧𝐠. Today, I explored 3 powerful prompting strategies that transform outputs by shaping how models think: --- 1. 𝐂𝐡𝐚𝐢𝐧-𝐨𝐟-𝐓𝐡𝐨𝐮𝐠𝐡𝐭 (𝐂𝐨𝐓) 𝐏𝐫𝐨𝐦𝐩𝐭𝐢𝐧𝐠 Encourages LLMs to “think out loud” by solving problems step by step. • Best for: Math, logic, multi-step reasoning • Introduced by 𝘞𝘦𝘪 𝘦𝘵 𝘢𝘭., 2022 — arxiv.org/abs/2201.11903 •  Just adding “𝐋𝐞𝐭’𝐬 𝐭𝐡𝐢𝐧𝐤 𝐬𝐭𝐞𝐩 𝐛𝐲 𝐬𝐭𝐞𝐩” often shifts the model from guessing to structured reasoning. --- 2. 𝐑𝐞𝐀𝐜𝐭 (𝐑𝐞𝐚𝐬𝐨𝐧 + 𝐀𝐜𝐭) 𝐏𝐫𝐨𝐦𝐩𝐭𝐢𝐧𝐠 Combines internal reasoning with external actions (e.g., search, retrieval, tool use). • Best for: Decision-making, planning, evidence-backed responses • Introduced by 𝘠𝘢𝘰 𝘦𝘵 𝘢𝘭., 2022 — arxiv.org/abs/2210.03629 •  𝐌𝐨𝐝𝐞𝐥𝐬 𝐫𝐞𝐚𝐬𝐨𝐧 → 𝐚𝐜𝐭 → 𝐫𝐞𝐟𝐥𝐞𝐜𝐭 → 𝐫𝐞𝐟𝐢𝐧𝐞 — 𝐟𝐨𝐫𝐦𝐢𝐧𝐠 𝐚 𝐟𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐥𝐨𝐨𝐩 for better decisions. ---  3. 𝐓𝐫𝐞𝐞-𝐨𝐟-𝐓𝐡𝐨𝐮𝐠𝐡𝐭 (𝐓𝐨𝐓) 𝐏𝐫𝐨𝐦𝐩𝐭𝐢𝐧𝐠 Simulates multiple reasoning paths before making a decision. • Best for: Strategic analysis, trade-offs, product planning • Introduced by 𝘓𝘰𝘯𝘨 𝘦𝘵 𝘢𝘭., 2023 – arxiv.org/abs/2305.10601 •  Think of it as structured brainstorming: 𝐀 𝐯𝐬. 𝐁 𝐯𝐬. 𝐂 — 𝐭𝐡𝐞𝐧 𝐜𝐡𝐨𝐨𝐬𝐞 𝐰𝐢𝐭𝐡 𝐣𝐮𝐬𝐭𝐢𝐟𝐢𝐜𝐚𝐭𝐢𝐨𝐧. --- 𝐖𝐡𝐲 𝐓𝐡𝐢𝐬 𝐌𝐚𝐭𝐭𝐞𝐫𝐬: In real-world use, 𝐫𝐞𝐚𝐬𝐨𝐧𝐢𝐧𝐠 = 𝐫𝐞𝐥𝐢𝐚𝐛𝐢𝐥𝐢𝐭𝐲. These techniques do more than improve answers—they unlock new modes of AI cognition. • 𝐂𝐨𝐓 → Clear, linear reasoning • 𝐑𝐞𝐀𝐜𝐭 → Reasoning with actions • 𝐓𝐨𝐓 → Strategic exploration and evaluation Each is a 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 𝐟𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤, not just a prompting trick. --- ♦ Curious to see them in action? I tested these on real-world tasks: math problems, business decisions, and product launches — using real prompts and GPT-4o. ♦ Full breakdown (with examples, templates, and screenshots): 𝐏𝐫𝐨𝐦𝐩𝐭 𝐄𝐧𝐠𝐢𝐧𝐞𝐞𝐫𝐢𝐧𝐠 𝐏𝐚𝐫𝐭 3: 𝐔𝐧𝐥𝐨𝐜𝐤𝐢𝐧𝐠 𝐋𝐋𝐌 𝐒𝐮𝐩𝐞𝐫𝐩𝐨𝐰𝐞𝐫𝐬 𝐰𝐢𝐭𝐡 𝐑𝐞𝐚𝐬𝐨𝐧𝐢𝐧𝐠 𝐓𝐞𝐜𝐡𝐧𝐢𝐪𝐮𝐞𝐬 https://lnkd.in/eD67w2mF #100DaysOfAI #PromptEngineering #ChainOfThought #ReActPrompting #TreeOfThought #ReasoningWithAI #AIUX #OpenAI #Claude3 #Gemini2 #LLMStrategy #AIProductivity #AIWithAkanksha #GenerativeAI #LLMExplained 🗓️ 20th May 2025

Often the advice I read about developing medical devices seems to assume an ideal world. But what about the messy real world where things go wrong, sometimes in a big way?  In this article in MPO Magazine my co-author Russell Singleton and I describe two methods to help overcome the challenges that arise in development projects in the real world. 🔷 Cross-functional analysis for robust problem solving: Cross-functional analysis through frequent technical design reviews is a proven method for solving the many problems that arise in product development projects. These reviews leverage diverse expertise to identify technical risks, develop solutions, and foster innovation. Truly cross-functional analysis requires bringing multiple points of view to analyze the product design and design problems, beyond the people directly involved in the design issue. The strength of this method depends on the diversity of expertise and perspectives of the attendees. Depending on the topic, the review team may include members from engineering, clinical, marketing, regulatory, manufacturing, customer support, and quality, as well as external experts. Note that these technical reviews are separate from and complementary to formal Design Reviews / Phase Reviews mandated in the company’s design control procedures. 🔷 Restarting in the face of a large obstacle: There are multiple ways a development project can be tripped up: markets are dynamic, competitors come out with unforeseen products, and some innovative technologies may be even more difficult to use than expected. When faced with a large obstacle, the team needs to stop and re-analyze the fundamentals of the product as if the project was back in Phase Zero. The key to finding a new path forward for the project is to revisit the original Phase Zero activities: - Understanding the customer’s job: Reanalysis of user needs and alternative ways to meet them - De-risking technology: Investigation of alternative technologies for the same product concept - Defining the product strategy: Investigate a different marketing strategy or regulatory strategy. This may seem like an extremely expensive way to address a large, unexpected obstacle, but to find a way forward for the project in these circumstances—to execute a pivot—requires looking broadly and questioning the product concept. The alternative is to cancel the project. For more on these methods, see the link in the comments to the full article. What methods have you found valuable for dealing with the bumps, large and small, in the road of new product development?