Got A Wicked Business Problem? How To Turn It Into A Great Opportunity: 7 Strategies
Clive Smallman
I help start-ups and business leaders build business plans and execute them. | Business Coach | MBA | MA Management Learning | ICF Member | Professional Director GAICD | Chartered IT Professional
Less Of the Gloom and Doom, Please?
Every wicked business problem can present an excellent opportunity for growth and improvement. When faced with a wicked problem, companies can think creatively and find innovative solutions that can solve the problem and improve their business in new and unexpected ways. By embracing change and taking a proactive approach to problem-solving, companies can turn a wicked problem into a source of growth and success. Of course, this requires agility, resilience, and adaptability, but the rewards can significantly improve competitiveness, customer satisfaction, and overall business success.
Snatching Opportunities from The Jaws Of Failure
Wicked business problems can be turned into opportunities by adopting the following strategies:
By adopting these strategies, businesses can turn wicked problems into opportunities and create a more resilient and adaptive organization.
Listen! Deeply
Here’s a technique you can start today.
Deep listening is an active and intentional process of paying close attention to what others are saying without interrupting or imposing your opinions. It helps in several ways when dealing with wicked problems and turning them into opportunities:
By practising deep listening, you can turn wicked problems into opportunities by better understanding the perspectives and needs of all stakeholders and finding more inclusive and practical solutions.
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I’ve No Time for This. I Work in The Real World
Some people may view deep listening and the idea of turning wicked problems into opportunities as a naive or idealistic view of reality. However, many successful businesses have adopted these approaches and have seen tangible results. It’s also important to note that these approaches don’t guarantee success, but they can provide a framework for thinking about problems more positively and constructively. The key is approaching challenges with an open mind, a willingness to learn, and a commitment to continuous improvement. By doing so, you can build a more resilient and adaptive business better equipped to navigate complex challenges and turn them into opportunities for growth and success.
We Are Not “All Doomed”
Every wicked business problem can present an excellent opportunity for growth and improvement. When faced with a wicked problem, companies can use several strategies to creatively innovate solutions that can solve the problem and improve their business in new and unexpected ways.
You can make a start today. Listen to your colleagues. No! Really listen.
Deep listening is one thing you can do to approach challenges with an open mind, a willingness to learn and commit to continuous improvement. You can build a more resilient and adaptive business better equipped to navigate complex challenges and turn them into opportunities for growth and success.
Be well. Be wise.
Clive
P.S. I need your help. I’m running a research project on Satisfaction With Work-Life. Please complete the Satisfaction With Work-Life Scale , and book an interview with me, so I can better understand your work-life position. Could you ask your colleagues too?
Researcher - Author - Consultant
1 年Application of Time Based Analysis –?Looking at Organisations through the Lens of Time.? Transforming Organisations to Remove Waste, Non Value Adding Time and Identify Untapped Potential. My best results – Manufacturing - Profitability increase over four years - £928,000 to £5.1 Million. Product throughput time reduction examples – 20 hours to 35 minutes, 14 hours to 45 minutes, 28% increase in sales output value per employee, lower fixed cost, 60% reduction in inventory, greater market share. Empowered teams with direct cell feeds of material under pull type control. My worst findings – Northern UK City Local Government Council home adaptations unit. Total calendar time consumed 104 weeks, value adding time 4 weeks = 4% value adding capability.? Most worrying results – NHS Health Trust Heart Patient?– Analysis found value adding capability was 14% with a huge amount of untapped potential but the CEO wanted the findings to be buried because they were too revealing.? The secret to transforming any operations is to analyse the global value adding system, not just the islands of efficiency touch time.?