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. #2 Internal Artifacts help shape the reality of a project Another vital component of a strong meta-process is developing and utilizing internal artifacts. These aren’t just templates or checklists for the sake of having them, these should be documents, and tools to help develop a shared understanding that is at the core.
In consulting, I worked with many companies helping them to develop strategies. Although these were often focused on different levels of the business and different topics, all of the “strategies” were similar. These kinds of things are also included in most companies’ annual reports or 10-K documents.
In addition to this high level objective, its helpful to identify which kind of document you want to create. The Pyramid Principle The Pyramid Principle is vital for developing persuasive presentations. Do you have a toolkit for businessproblemsolving? The way we teach it at StrategyU, has two core parts.
They gather data, conduct interviews, and analyze internal processes to diagnose problems or pinpoint areas of opportunity. Continuous learning is part of the job, with many firms offering in-house training programs and mentorship opportunities to support professional development.
At this point, I still use the Vivo Strategies for legal documents but rarely use it with anything else. When I first started freelancing I developed a simple page of the possible ways of working with me. In addition to this, I also developed a list of types of projects I wanted to work on.
This can lead to frustration and wasted effort on trivial matters (I once had a manager who made me capitalize a word that really shouldn’t have been capitalized on every document). The easiest way to develop a strong rapport with colleagues is to get to know them. Do you have a toolkit for businessproblemsolving?
And on two levels: Problem-solving process: how you solveproblems Meta-process: how you talk about how you do #1 The best consulting firms are obsessed with both of these things. In many companies, the time spent on developingproblem-solving skills and fundamentals is surprisingly small.
They might say yes initially but then I ask if they’ve read strategy reports, investor documents, done store visits (if appropriate), and done interviews to understand their clients better. You can find it in corporate strategy documents, earnings call transcripts, press, and public interviews. If so, how much? He was supportive.
So in the last 1800s, Frederick Taylor and several others in the US started exploring new ways to think about running a business. Part of the toolkit McKinsey developed was a 30-page document called the “General Survey Outline” (GSO) and it stood out for how it was different than Taylor’s “how-to” approach.
This is great for me, as I love that kind of book and it’s helped me reflect on my experience at McKinsey and my attempts to figure out why I was able to develop such strong capabilities there. Instead, you need to develop a better process for synthesizing and structuring information. How do we implement it? Why Did It Happen.
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