Transcript Getting to the Root of the Problem

Getting to the Root of the
Problem
Learn to Serve
501 Commons
November 6, 2013
Bill Broesamle
Fundamental Assumptions
• The rigor with which a problem is
defined is the most important factor
in finding a good solution.
• The key is to ask the right questions.
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Workshop Goal
This goal of today’s session is to
enhance our capacity to rigorously
define nonprofit clients’ key issues
(problems) and identify those that
are crucial to their success.
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Workshop Agenda
1. Some examples of key issues identified by
nonprofit organizations
2. Framing nonprofit client problems
3. The problem in context – brief overview of
consulting project success factors
4. Organizational assessment – looking for clues
5. Symptoms vs. root problems
6. Some root problem red flags
7. Discussion -- some examples from experience
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Key Issues Identified in a Survey
of 480 Nonprofit Organizations
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Finding money to accomplish our mission
Finding capable board members
Getting the word out about us and what we do
Staffing
Strategic planning/priority setting
Building public trust
Obtaining the technology we need to accomplish our
mission
GuideStar 2005
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I. Key Issue Examples
Client 1
Client 2
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Financial sustainability and funding
Board leadership
Broadening audience and community
support
Strategic Planning
Program marketing and
promotion
Staff development
Upgrade Technology
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Resource development; especially
individual giving
Communication with external
groups; positioning
Planning for organization renewal;
staying relevant
Program effectiveness and
evaluation
New audience development
Board development
Volunteer management
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Key Issue Examples
Client 3
Client 4
• Financial sustainability
• Board development; board role
• External communication;
general positioning
• Promoting membership growth
• Human resources; managing
growth
• Update information technology
• Strategic planning
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Financial capacity/fundraising
Communication technology
Branding/ organizational image
Organizational infrastructure
Program quality
Membership growth
Audience building
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II. Framing the Client Problem –
Every Problem Is Unique
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Refine the problem
Establish the need to address problem
Contextualize the problem
Identify consultant and client resources and
capabilities needed to address the problem
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1. Refining the Problem
• Is the presenting problem or issue a symptom
or is it the root problem?
• Can you frame the problem as a question or
series of questions?
• Are the focus and scope of the problem clear?
• Is the problem definition based in a clear
understanding of the organization and its
circumstances?
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2. The Need
• What need will addressing this problem
satisfy?
• Who will benefit from a solution?
• Why is it important to address this problem
now?
• How is the problem related to strategy?
– Who we serve
– What unique value we provide them (differentiation)
– How we provide that value – scope (types) of programs
and/or services?
– Our financing model
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3. Problem Context
• What has the organization (or others) already
tried to address this problem?
• If a solution is found, who will implement it?
• Are there internal or external constraints to
addressing the problem or implementing a
solution?
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4. Resources and Capabilities
• Do the client and the consultant have the
resources and capabilities to address this
problem?
• Does the client have the resources and
capabilities that are likely to be required to
implement the solution?
• If resources and capabilities do not exist, can
they be developed?
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III. The Larger Context –
the Consulting Process
Management Consulting
Success Factors
Each Consulting Project Is Unique
• Problem or issue
• Specific objectives and expectations
• Resources
• Roles and relationships
• Constituencies
• Momentum
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Consulting Project Success Factors
• Shared understanding
of client context
• Well formulated
problem; clear
objectives and scope
• Realistic expectations
and plans (access to
data)
• Necessary skills
available from client
and consultants
• Positive team
environment (not
we/they)
• Risks understood and
managed
• Integrated
recommendations for
change -- people,
process, and structure
• Well documented case
for recs.
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Critical Elements of the Consulting Process
• Project Proposal – Problem Definition
• Project Management
• Client Relations/Communications
• Data Gathering/Analysis
• Deliverables/Recommendations
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Project Proposal (LOU) Includes
• Problem/ Opportunity
• Objectives and Scope
– What specific questions will be answered?
– What will the project cover?
• Approach
– How will the project be conducted?
– What research methods will be used?
– Who will do what (client and consultant roles)?
– Data Needs and Sources
• Timetable
– How will progress be measured (milestones)?
– How will we know when we are done?
• Deliverables
– What will the project accomplish?
– By what criteria will results be assessed?
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Critical Project Management Tasks
• Develop Work Plan
• Conduct Reviews
• Control Changes in Scope
• Plan for Completion
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Project Work Plan Specifics
• Tasks
• Timelines
• Assignments
• Milestones
• Resources
• Critical Path
• Deliverables
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Tips for Successful Client Relationships
• Keep the client informed and involved
• Manage expectations
• Manage conflicts
• Pre-sell findings and recommendations
• No surprises
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What You Need to Know to Facilitate Good
Client Relationships
• Who is the client(s)?
• What are their agendas?
• Client politics?
• Communication -- How and how often?
• Who are the key stakeholders?
Getting the right answer is easy; getting someone
to act on it is not.
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Data Gathering/Analysis
• Focus
– What are the questions that must be answered?
• Sources
– Seek multiple sources
– Be creative
• Hypotheses/questions
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Develop tentative conclusions
Develop an informed point of view
Test/Challenge
Remember that every analysis must have a “so what?”
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What Are The Deliverables?
• Deliverables are more than a report.
– Results of the study are conveyed in many ways
– Process can be more important than end product
• The report(s) is important too
– Develop outline early
– Does it tell a coherent story that responds to the
problem?
– Does it clearly describe actions client must take to
achieve results?
– Have critical stakeholders been “presold” conclusions
and recommendations?
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VII. Discussion –
Some Examples From Experience
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