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fmgoerres - Barbara Minto's Pyramid Principle
1. BARBARA MINTO„S PYRAMID PRINCIPLE®
(AND SOME OTHER USEFULL STUFF TO STRUCTURE YOUR WORK)
Tools // Strategy
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.
7. There is no predefined structure in „Knowledge Work“.
(Peter Drucker)
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Because of what Peter said in „59B.
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)
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In other words: Getting stuff done is hard, because…B.
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®
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?
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In other words: Getting stuff done is hard, because…B.
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?
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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. + „ 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. 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. „ 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.
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
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29. BarbaraMinto„s PyramidPrinciple® 29
A logic-tree can make it easier to break down the questionD.
revenue
sales
customers?
competition?
price
regulation?
….?
…?
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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
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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.
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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
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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
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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”
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
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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
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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
…
…
…
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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. 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“
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
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17.07.2013 fmgoerres 49