Thinking Backwards
The art of good problem solving in business
Business & Finance, Management & Leadership, Decision Making & Problem Solving
| Author: | Rob Van Haastrecht, Martin Scheepbouwer | ISBN: | 9789814346733 |
| Publisher: | Marshall Cavendish International | Publication: | February 1, 2011 |
| Imprint: | Marshall Cavendish Edition | Language: | English |
| Author: | Rob Van Haastrecht, Martin Scheepbouwer |
| ISBN: | 9789814346733 |
| Publisher: | Marshall Cavendish International |
| Publication: | February 1, 2011 |
| Imprint: | Marshall Cavendish Edition |
| Language: | English |
Companies are lousy problem solvers. There are fundamental flaws in the way managers and their advisers make crucial decisions, including: unclear or missing objectives; spending too much time on the problem rather than on the solution; lack of real facts and evidence; giving direction without recommending concrete interventions; misalignment with key stakeholders; or simply missing good alternatives.Companies are lousy problem solvers. There are fundamental flaws in the way managers and their advisers make crucial decisions, including: unclear or missing objectives; spending too much time on the problem rather than on the solution; lack of real facts and evidence; giving direction without recommending concrete interventions; misalignment with key stakeholders; or simply missing good alternatives. Companies are lousy problem solvers. There are fundamental flaws in the way managers and their advisers make crucial decisions, including: unclear or missing objectives; spending too much time on the problem rather than on the solution; lack of real facts and evidence; giving direction without recommending concrete interventions; misalignment with key stakeholders; or simply missing good alternatives.
Companies are lousy problem solvers. There are fundamental flaws in the way managers and their advisers make crucial decisions, including: unclear or missing objectives; spending too much time on the problem rather than on the solution; lack of real facts and evidence; giving direction without recommending concrete interventions; misalignment with key stakeholders; or simply missing good alternatives.Companies are lousy problem solvers. There are fundamental flaws in the way managers and their advisers make crucial decisions, including: unclear or missing objectives; spending too much time on the problem rather than on the solution; lack of real facts and evidence; giving direction without recommending concrete interventions; misalignment with key stakeholders; or simply missing good alternatives. Companies are lousy problem solvers. There are fundamental flaws in the way managers and their advisers make crucial decisions, including: unclear or missing objectives; spending too much time on the problem rather than on the solution; lack of real facts and evidence; giving direction without recommending concrete interventions; misalignment with key stakeholders; or simply missing good alternatives.
