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fmgoerres - Barbara Minto's Pyramid Principle



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Schulungspräsentation über Barbara Minto's Pyramid Principle u. andere Frameworks zur Problemlösung u. -Bearbeitung.

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fmgoerres - Barbara Minto's Pyramid Principle

  2. 2. No one may say I didn„t convey anything new. The order in which I presented the material was new. (Blaise Pascal) 17.07.2013 BarbaraMinto„s PyramidPrinciple® 2 For starters – a disclaimerA.
  3. 3. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 3 Minto, B. (2008³): The Pyramid Principle. London.A.
  4. 4. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 4 name solve show
  5. 5. … Christian B., Stefan G. R. and others from the JCNetwork 17.07.2013 BarbaraMinto„s PyramidPrinciple® 5 And thanks to…A.
  6. 6. WHY LEARN IT?
  7. 7. There is no predefined structure in „Knowledge Work“. (Peter Drucker) 17.07.2013 BarbaraMinto„s PyramidPrinciple® 7 Because of what Peter said in „59B.
  8. 8. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 8 Imagine: Work in 1794.B.
  9. 9. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 9 Imagine: Work in 1794.B. When„s it done? How to do it? What to do?
  10. 10. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 10 hu? B. Remember: Work last week
  11. 11. + it is not clear what, exactly, should be done + it is not clear how it should be done + there„s no way of telling when it will be done (well) 17.07.2013 BarbaraMinto„s PyramidPrinciple® 11 In other words: Getting stuff done is hard, because…B.
  12. 12. How many bubbles? 17.07.2013 BarbaraMinto„s PyramidPrinciple® 12 Structuring stuff helps to find solutions …B.
  13. 13. How many bubbles? 27, obviously! 17.07.2013 BarbaraMinto„s PyramidPrinciple® 13 Structuring stuff helps to find solutions …B. 9 9 9
  14. 14. 3. Change2. Understanding Receive, process, value message 17.07.2013 BarbaraMinto„s PyramidPrinciple® 14 1. Message „9“ … and to convince others of them.B. 1. Knowledge 2. Opinion 3. Mind Set 4. Behavior
  15. 15. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 15 SO, HOW DOES IT WORK?
  16. 16. What, exactly, is the question? What is the answer to the question? How can the findings be presented?   CCQ-Check  Issue Analysis  DMAIC-Steps  Story Boad Slide Writing Understanding of the question, list of actionable tasks Answers to question, to sub- questions Written paper or presentation with all answers PP is based on three sets of tools – name, solve, show, remember? B. name solve show 17.07.2013 16BarbaraMinto„s PyramidPrinciple®
  17. 17. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 17 OK, LET‟S START – “NAME”.
  18. 18. CCQ – Context, Complication, Questions BarbaraMinto„s PyramidPrinciple® 18 “CCQ” – find the question behind the questionC. Context: Environment? Paradigm? Situation? Complication: GIVEN? SET? GAP? Questions: How to close GAP? 17.07.2013
  19. 19. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 19 AN EXAMPLE.
  20. 20. + A battery manufacturer is reporting a decline in revenues. Its batteries are best-in-class when it comes to battery life and reserve energy. What do you make of this? 17.07.2013 BarbaraMinto„s PyramidPrinciple® 20 In other words: Getting stuff done is hard, because…B.
  21. 21. CCQ-Example, simplified (!) BarbaraMinto„s PyramidPrinciple® 21 „CCQ“ leads to questions which can be used to adress the case. C. C: Business, market paradigm, declining revenue C: GIVEN: decline, SET: growth Q: Can we grow revenue? If so, how? 17.07.2013
  22. 22. The Revenue Paradigm 17.07.2013 BarbaraMinto„s PyramidPrinciple® 22 „Environment“, „Paradigm“ and „Situation“ often hint towards standard approaches which can be used to proceed. D. sales price X
  23. 23. + „ How can we increase sales?“ + „How can we raise prices?“ 17.07.2013 BarbaraMinto„s PyramidPrinciple® 23 So, in the battery case, there seem to be two CCQ-QuestionsC.
  24. 24. From: switchboard@jcnetwork.com Datum: Dienstag An: florian.goerres@jcnetwork.com Subject: Meeting Hi Flo, Friederike Bauer hat angerufen und gesagt, dass sie nicht am Meeting um 15.00 Uhr teilnehmen kann. Ich hab dann mal mit den anderen gesprochen. Sabine Hammermeister hat gemeint, ihr macht„s nichts aus, wenn ihr euch später oder morgen trefft, aber nicht vor 10.30 Uhr. Robert Friedrichs Assistentin sagt, er kommt erst morgen spätabends aus Mailand zurück. Der Konferenzraum ist morgen geblockt, aber am Donnerstag wäre er frei. Donnerstag 11.00 Uhr sieht gut aus. Wäre das OK für Dich? VG, JL 17.07.2013 BarbaraMinto„s PyramidPrinciple® 24 But then – it does not have to be a business case…C.
  25. 25. „ Die Zusammenziehungen, Verwechslungen und Durchblickstäuschungen, die die Höllenfahrt des Einleitungskapitels als für das mythische Bewusstsein charakteristische Verhaltensweise angesichts eines ‚stilleren, stummeren, gleicheren Zeitgebreites„ mit langsameren Entwicklungsgefälle beschreibt – so hält Joseph in Wissen ‚träumerischer Ungenauigkeit„ Abraham für seinen Urgroßvater, ohne zu bemerken, dass eine Zeitspanne von wenigstens zwanzig Generationen ihn von Abraham trennen muss –, lassen ein personales Bewusstsein sich entfalten, das gleichsam….“ (Kindlers Literaturlexikon) 17.07.2013 BarbaraMinto„s PyramidPrinciple® 25 But then – it does not have to be a business case…C.
  26. 26. 26BarbaraMinto„s PyramidPrinciple®17.07.2013
  27. 27. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 27 OK, ON TO „SOLVE“
  28. 28. BarbaraMinto„s PyramidPrinciple® 28 Answering the CCQ question may require taking a heuristic approach – no problem, just keep things under control. D. Get question by CCQ Break down question SET, GIVEN Data, hypotheses Validate approach 1 2 3 4 5 17.07.2013
  29. 29. BarbaraMinto„s PyramidPrinciple® 29 A logic-tree can make it easier to break down the questionD. revenue sales customers? competition? price regulation? ….? …? 17.07.2013
  30. 30. BarbaraMinto„s PyramidPrinciple® 30 The DMAIC-approach helps to answer questionsD. MeasureDefine ControlImproveAnalyze  Define the Question  Measure what you care about  Find patterns  Use patterns to come up with answers  Validate your answers + Describe GIVEN + Define SET + Find ways to reach SET + Collect data on GIVEN + Interprete data, find causal connections + Create hypotheses + Back up your hypotheses + Deduct answers from your best hypotheses + Recommend answers + Find and employ metrics, means of measurement and control + Test your answers D M A I C 17.07.2013
  31. 31. Open Questions „How can we increase demand?“ Closed questions “Should we change the product?“ “Can we lower prices?“ “Is our promotion good enough?“ “Do we sell at the right places?”“ BarbaraMinto„s PyramidPrinciple® 31 To create hypotheses, change your „open“ CCQ- and sub- questions to „closed“ questions. D. 17.07.2013
  32. 32. More revenue? Should we change the product? Can we lower prices? Is our promotion good enough? Do we sell at the right places? BarbaraMinto„s PyramidPrinciple® 32 Structure your hypotheses in order to get a hierarchical structure of „actionable“. Then, define actions. D. (e.g. cost analysis (e.g. POS- benchmark (e.g. market research, value analysis (e.g. market research, focus groups 17.07.2013
  33. 33. BarbaraMinto„s PyramidPrinciple® 33 A good set of hypotheses is „GENDER“D. Similar to „MECE“ – „mutually exclusive, collectively exhaustive“ Got Everything No Doubles Elevated Right 17.07.2013
  34. 34. BarbaraMinto„s PyramidPrinciple® 34 Remember those actions we defined two slides ago? Now‟s the time to do them… D. (e.g. cost analysis (e.g. POS- benchmark (e.g. market research, value analysis (e.g. market research, focus groups 17.07.2013 value analysis market research POS- Benchmark (“e.g. cost analysis” (“e.g. POS- benchmark” (“e.g. market research, value analysis” (“e.g. market research, focus groups”
  35. 35. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 35 HYPOTHESES, FINDINGS ALL SET UP? WELL, THEN ON TO „SHOW“
  36. 36. BarbaraMinto„s PyramidPrinciple® 36 4 Rules for structuring 1. Every content element sums up the contents of the elements below 2. All elements are mutually exclusive 3. Elements of similar importance are placed at the same level 4. Elements of each level are arranged in logical order The top-down structure of your hypotheses forms the structure of your report. Hypotheses first, findings second. E. Main hypothesis Hyp. 1 Hyp. 2 Hyp. 3 A 1.1 A 1.2 Details 17.07.2013
  37. 37. BarbaraMinto„s PyramidPrinciple® 37 Order by Order your report„s elements by time, structure or ranking.E.  Breaking down a whole into its parts  Usually following known structures „Supply – Manufacturing – Distribution – Sales“  Chronological order  Usually in pyramidal structure – from ends to means „To achieve Z, we need to do two things – Y and X“ time  Structured e.g. by importance of the adressed issues  Four questions, five reasons, six variables etc. „Restructure Operations, Sales, HR“ structure ranking 17.07.2013
  38. 38. Complete report structure BarbaraMinto„s PyramidPrinciple® 38 Adding your CCQ findings completes the report„s structure.E. Context Complication Question Main hypothesis Call to Action Hypothesis 1 Hypothesis 2 Hypothesis 3 Argument 1.1 Argument 1.2 Argument 2.1 Argument 2.2 Arg. 3.1 Arg. 3.2 Arg. 3.3 „Key Line“ What, why, ho w? What, why, how? CCQ 17.07.2013
  39. 39. Structure Story Line, Report Chapters 1. Abstract or „Executive Summary“ + Main hypothesis + Call to action + Structure overview, Key findings 2. Outset, main question + CCQ 3. Hypothesis 1 – Hypothesis n + Findings for each hypothesis 4. Appendix: Backup sites, raw data BarbaraMinto„s PyramidPrinciple® 39 Use the basic structure to set up a „Story Line“ – then write your report. E. Action Title … … … 17.07.2013
  40. 40. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 40 Now, slidewrite!
  41. 41. Never use a title that says little or nothing. And do not put everything you are going to say up on a slide. It is very annoying, since people usually go „Dude!? What is the point of being here? Just send me your slides, and I will read them in my own time, without you.“ Remember: You„re giving a presentation, not a document. So – spare us the document-look, keep it at a few lines of text per slide. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 41 Mistake No. 1 Worse! Bad!
  42. 42. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 42 60% 40% "schlecht" "gut" Viele der Studierenden schätzen ihre Berufsaussichten selbst als „schlecht“ ein – fehlende Kenntnisse und Beziehungen. Frage: „ Wie schätzen Sie Ihre Aussichten ein, nach dem Studium eine angemessene Beschäftigung zu finden? “ n = 900 Studierende der GW nach: Multrus, Bargel, Leitow , 2001 Deshalb „schlecht“: » „Ich lerne zu wenig Fach- und Methodenwissen.“ » „Mein Studium ist nicht berufsbezogen.“ » „Mir fehlen Beziehungen zu möglichen Arbeitgebern.“ „Monitor“ for visualisation Data visualisation Source „Action title“ Studenten fehlt Selbstwert-Gefühl „Take away“
  43. 43. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 43 SO, TO SUM UP
  44. 44. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 44 CCQ DMAIC PP
  45. 45. 17.07.2013 BarbaraMinto„s PyramidPrinciple® 45 ANY QUESTIONS?
  46. 46. Well, then – thank you!
  47. 47. Credits Slide 8, 9: „Weizenfeld IV“, by crocodile, Photocase.com Slide 10: „Es geht wieder auf…“, by klosko, Photocase.com Slide 12: „Vorstandsmitglied“, by Bratscher, Photocase.com Slide 20: „Honda Civic Ad“, by Radomir Kosma Jedrasiak, Raphael Witek. Slide 34: „Statik“, by simosg, Photocase.com
  48. 48. 17.07.2013 48 Contact Florian M. Görres Ludwigstraße 25 63067 Offenbach T. 0049 176 2487 1275 E. kontakt@fmgoerres.de fmgoerres
  49. 49. This presentation was created by Florian M. Görres. All mistakes made and views expressed within are my own. Feel free to contact me at fmgoerres@googlemail.com or find me on twitter at @fmgoerres.de. These charts are published under the „Creative Commons BY NC“ license and is based upon Data taken from www.luenedonk.de and www.seitwert.de. I want you to share these slides – just follow the guidelines outlined under my Creative Commons License (click on the button below): 17.07.2013 fmgoerres 49