Description
Most 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.
This succinct but powerful guide aims to make you at least twice as effective a problem solver than before. Thinking Backwards is suited for everyone from MBA student to CEO-facing tough business challenges and will help you to make better decisions in less time and with less effort.
The authors bring home three key principles in addressing business problems: "Think backwards", "Going beyond reasonable doubt" and "Decisions are nothing, intervention is everything". After reading this book, you will completely rethink the way you make business trade-offs.
