The chapter reminds me of working in healthcare - specifically R&D for new approaches to treat patients. One question we reminded ourselves of over and over again: "What are we solving for?" It was meant to keep us aware that 'solving' for a patient's symptoms often overlooks the underlying disease.
Strategy seems to bear a resemblance. It's vital that the strategist (nobody on the management team is generally very good at this) is solving for the cause, not the symptoms.
The chapter reminds me of working in healthcare - specifically R&D for new approaches to treat patients. One question we reminded ourselves of over and over again: "What are we solving for?" It was meant to keep us aware that 'solving' for a patient's symptoms often overlooks the underlying disease.
Strategy seems to bear a resemblance. It's vital that the strategist (nobody on the management team is generally very good at this) is solving for the cause, not the symptoms.
That’s why strategists use the “5 Whys”—to get to the root problem.