The cost of bad problem-solving

This tendency to oversimplify leads to massive waste—of time, resources, and opportunities. It is why we have seen:

• The complete failure of tackling COVID-19 in a manner addressing the combined health risk, healthcare logistical, economic, educational, and psychological problem. The virus, slightly more dangerous than the seasonal flu, is under control, but the damage is drilling through society—anxious, undereducated children, higher-than-before death rates, struggling entrepreneurs, and unprecedented government debt.
• The reckless push for biomass as a “green” solution, which aimed to
  replace fossil fuels but instead led to large-scale deforestation. The rush
  to adopt biomass as an energy source failed to account for its environmental
  impact, supply chain challenges, and long-term sustainability, ultimately
  causing more harm than good.
• The abrupt abandonment of nuclear energy, without viable alternatives, forcing countries to revert to coal and other high-emission sources. This decision, driven by political pressure rather than long-term energy planning, resulted in energy shortages, increased carbon emissions, and missed opportunities for stable, low-carbon electricity generation.

How do we solve problems the right way?

The best strategy consultants and business leaders follow a structured approach. My proven methodology is the Problem Solving Sequence©, which breaks down problem-solving into three key phases:

1. Define the problem correctly – What problem do we really need to solve, looking at it one or two levels more abstract than the symptom we are asked to solve for
2. Find the right solution
   1. Dissect the problem using an issue tree, addressing the core 3-5 underlying problems.
   2. Build a hypothesis, translating the problems into if… then statements, test solutions rigorously.
   3. Develop the slogan for your synthesis, finding a fit with your “Corporate DNA” and then translate it into clear recommendations that support the high-level synthesis.
3. Communicate the solution effectively
   1. Craft a structured storyline, using the SCR-CFA method.
   2. Document findings concisely, making only those PowerPoints you will discuss.
   3. Deliver the message in a way that convinces people to act.

SCR-CFA framework

Let’s talk about making the effective storyline. For this, we use a combination of the ancient pyramid principle and the story telling methods we see used in good-old tales, books and movies:

1. Situation – What is the current state?
2. Complication – What makes this challenging?
3. Resolution – What should we do?
4. Call for action (CFA) – High-level description of what is needed.
5. CFA (deep dive on action items A, B, … E) – Not too many; focused execution priorities.
6. Key hurdles – The main challenges that could impact execution and must be addressed before the client asks about them.
7. Financial implications – The cost, investment, and return dynamics.
8. Decisions required – Critical choices that need to be made now.
9. Next steps – What needs to happen next to move forward.

Guess what: if we use the SCR-CFA framework, keep our messages short and powerful, we have just written our executive summary, and when we use each item as an action title, making the PowerPoint document is done with focus and fun. And let’s be honest: when is the last time you showed and really discussed more than 9-12 pages in a big meeting. Time saving: 80% as compared to the old “death by PowerPoint method.

The final mile: delivering with presence

Even with a great problem-solving approach and a well-structured story, execution matters. A poorly delivered message will not inspire action.

1. They seem unsure of their own story.
2. They mumble and lack conviction.
3. Their body language is awkward and distracting.

Together with my business partner Katharina Weithaler from BlackBeltPresence, we help professionals tell convincing stories while being physically, vocally, and mentally ready for the task. The right message, delivered with the right presence, has the power to drive real change.

Conclusion: it is time to raise the bar

The world is in dire need of better problem-solving to prevent simplistic solutions from creating long-term damage. But solving problems is not enough—we must also communicate solutions in a concise, engaging, and strategic manner.

The question is: Are we ready to do both?