How do you define a consulting problem?

A consulting problem, much like a master detective's case, involves deciphering a maze of generic symptoms to unearth the core enigma. For an airline, a general concern might be, "We're losing frequent fliers." A consultant, with a discerning lens, might uncover, "Your loyalty program's redemption process is cumbersome, deterring travelers." Like Holmes deducing from a single thread, astute consultants transform ambiguous concerns into actionable insights.

Amazingly put. In my experience I would argue that getting to the "consulting problem" means truly addressing the problem that will in fact close the desired gap, and its of utmost importance to be able to differentiate the symptom from the problem. While many frameworks exist, just being able to spend time to question the situation thoroughly will do magic.

Em minha experiência, a principal ferramenta de um consultor s?o as perguntas. Iniciar com perguntas mais amplas e afunilar/aprofundar até que ele mesmo lhe chegará à solu??o que precisa, ou a raíz do seu problema. Mesmo que uma ideia for sua, fa?a o cliente acreditar que foi ele quem teve a ideia, isso gerará mais engajamento.

Defining a consulting problem serves as the linchpin, akin to a lighthouse guiding ships through treacherous waters. Without its beacon, vessels can drift, losing course, and potentially crashing. Consider a company experiencing dwindling market share. They might think, "We need more advertisements." Yet, a consultant's sharp definition might reveal, "The core product no longer meets evolving consumer needs." With this precision, efforts can be strategically channeled.

One thing I′ve found very important in this situations is doing so together with a team. It will help to get to a robust problem understanding that eliminates possible biases (personal, professional, company cultural, others) that may deviate the efforts from what really matters.

Situation: Start by describing the current state or context of the issue. This should be a factual and neutral description of the environment or conditions in which the problem exists. Complication: Identify the specific problem or challenge that has arisen. This is the pivot from the situation to the need for action, highlighting what has changed or what is causing concern. Key Question: Formulate the central question that needs to be answered to address the complication. This question guides the consulting project's objectives and the analysis required to find solutions.

As a recommendation: anybody defining a problem should get out of the office and sit down with customers, jump on the delivery truck, or spend time in the manufacturing plant; don′t neglect knowledge offered as either the real problem or a viable solution from who′s everyday doing the work. In my experience, nothing beats developing real sensibility of the business and its concerns.