How do you narrow down a consulting problem?

Worth noting that your problem statement will likely change as you continue on in the project. Clients usually come with a problem, but as you dig further into it, this will evolve usually resulting in more root issues under the initial problem. So when you define it, make sure this is done within conversations with the key stakeholders and you leave room for it to change. I also don't agree that you need your problem statement to be SMART, I think that is unattainable for a consulting problem statement and this AI author needs to do better

One key piece of advice: Never assume that the customer fully comprehends the problem they seek to solve. It's a common pitfall where both parties think they have a clear understanding, but in reality, critical aspects might be overlooked. A consultant's role extends beyond merely addressing known issues. Often, consultants are brought in to uncover and tackle challenges that remain undiscovered or misunderstood by the clients themselves. A consultant's expertise lies in navigating complex organizational landscapes, deciphering jargon, and pinpointing the core drivers behind the real "problems and challenges." #ConsultingWisdom #ClientEngagement #ProblemSolving #BusinessConsulting

If you are tuned into the challenges of your client, the right problem statement should elicit a visceral reaction in you. Do not get fooled by all the overly rational tools: through our bodily responses, we can tap into our intuition. Where our conscious mind can only single-task, our intuition processes millions of subconscious signals. Harness the power of it by paying attention to your body as you narrow down a problem statement using traditional (rational) consulting tools!

I am not sure a problem statement is "SMART"; The intended solution likely would be SMART. The process of "defining the problem" needs to be abstract and free of templates or procedural impediments. I typically start with who or what does the presence of the problem most affect - the primary stakeholder(s). Then I ask what the absence of the problem will do for such stakeholder(s). That helps define the problem in terms of its stakeholders ("who" is affected) and to what extent ("what"). The "why" is the gap between the two states - with the problem and without. The "how" is the intended solution and needs to be "SMART" wherein, a critical measure would be the intended benefit for the stakeholder(s) - close the gap caused by the problem.

Clients reach out to consultants because they often lack the people, time, or skill sets to tackle a problem or opportunity they have uncovered. To them, the problem might be "We have no way of addressing this issue, and we need help." It's the consultant's job to work with them to define the underlying factors that frame the opportunity or challenge so that a real goal can be set before embarking on the project. Doing this upfront - developing a scope of work or a problem statement - will help the client and consultant develop a path forward, one that will lead to desired outcomes. It's important to understand that once the project starts, the path may need to change if new info emerges, but the goal remains the same.

Focus on contribution/impact vs effort: When working with a logic tree, focus on what the individual branches can contribute to the problem. Do not get hung up on the "mutually exclusive" part of MECE, as long as every branch individually contributes to the problem, it is worth your while. Once you are done listing put the individual, prioritize those issues that have high contribution/impact and (!) low effort to solve.

In my experience, I have found that asking clarifying questions can help break down the problem. Ask questions to simplify the problem by using different but similar words to those in the problem statement. For instance, when asking about the risks emanating from an event, replace risks with terms like issues, challenges, opportunities, effects. Also avoid technical ‘jargon’.

Clarifying questions are essential. Organizational problems and issues can manifest themselves in numerous ways. It’s essential to understand how multiple stakeholders are impacted and to quantify this impact - lost revenues, callbacks, rework, etc. in order to quantify impact and potential benefit of proposed solutions.

Developing a solution is often the easier part. Making sure the problem and individual stakeholder goals are identified and confirmed first is often not executed sufficiently. My approach to achieve understanding is usually: 1. Identify all relevant stakeholders - who are the key people leading the initiative & key people who will be affected by the solution 2. Talk to identified relevant stakeholders and ask them questions to understand the problem from their perspective; repeat your understanding of what they've said until they say "that's right" 3. Ask all of the identified relevant stakeholders what are their top factors for solution success; confirm your understanding again. You now have the inputs to truly understand the problem.

Do not ask "why" - instead do this: When I ask my clients clarifying questions, I always ask them "what are the reasons for X?". Asking this way will point to the plurality of potential reasons and remove a potentially accusatory vibe. That, in turn could make your client defensive and shut down his creative abilities.

I would add a very important element here - Stakeholder Analysis. It’s important to understand any problem from all parts of the organization and of course understanding the costs and benefits of any proposed solution from the perspective of these stakeholder groups as well.

A concise and precise assessment of clients should be made. There are clients, even when they know they should seek advice from others, who may not like what they have heard and not willing to follow and implement the advice of consultants. Care should be made when giving out advice to this type of clients.

Stories are the strongest persuasive method we know to convey a lesson or moral. Tell me facts and maybe I will hear a few of them. Tell me an argument I might consider it. Tell me a story I am yours. The first thing to do is to understand what a story is. A dramatic story embodies the following characteristics: it focuses on a central character, the protagonist, who is faced with a dilemma; the dilemma develops into a crisis; the crisis builds through a series of complications to a climax; in the climax, the crisis is solved. All storytelling is based on somebody wanting something, facing obstacles, not getting it, trying to get it, trying to overcome obstacles, and finally getting or not getting what he wanted.