Chapter 20 - The Minto Pyramid Principle Overview of Problem Definition Framework The Problem Definition Framework assists in organizing problem elements for effective introductions. The structure follows a left-to-right and top-to-bottom approach, concluding with the Complication as the last element understood by the reader. Examples of Introduction Structures 1. What should we do? - Situation : Current approach to selling to markets. - Complication : Anticipation of higher growth and concerns over the
sustainability of the current approach. - Question : How should we change? This structure is simplest, highlighting the need for system updates or performance improvements. 2. Should we do what we are thinking of doing? - Situation : Potential problems due to new industry approaches. - Complication : Necessity of change if problems exist. - Question : Should we plan to do so? Variations of this structure allow for different levels of inquiry regarding planned actions. 3. How should we do what we want to do? -
Situation : City has a problem. - Complication : A solution is identified. - Question : How do we implement the solution? Useful in explaining past problem resolutions or objectives achieved through systems. 4. Our solution hasn't worked, what should we do? - Situation : Several steps were taken. - Complication : No results from the actions. - Question : What should we do next? This structure reflects a deeper analysis, tracing past issues to formulate the next steps.
5. Which alternative should we choose? - Situation : Initial plan for implementation. - Complication : Suggestion of a potentially better alternative. - Question : Which is the better way? Alternatives should remain in the Complication to avoid confusion and premature dismissal. 6. What should our strategy be? - Situation : Operating as a minor player in a large market. - Complication : Uncertainty about maximum potential. -
Question : What should our strategy be to excel in niche A? Here, consultants analyze industries to guide clients in identifying competitive strategies. 7. Do we have a problem? - Situation : Major market changes. - Complication : Concerns about potential negative impacts. - Question : Is this belief justified? This structure typically engages clients in self-assessment against competitors or industry standards. Conclusion The chapter emphasizes structured questioning as a key element in identifying and understanding business problems and strategies. Appendices provide additional examples and in-depth discussions on these frameworks.