The Best 4 Books on How to Solve Complex Problems Like Top Strategy Consulting Firms

The Best 4 Books on How to Solve Complex Problems Like Top Strategy Consulting Firms


Introduction

We live in a world that is increasingly more volatile, uncertain, complex, and ambiguous (VUCA) (1). This VUCA world is characterized by rapid and abrupt changes in the environment creating dynamic instability; unpredictability which makes planning difficult; highly interactive and interconnected systems that are difficult to disentangle and whose current and future drivers and states are difficult to understand; and varying perspectives on how to define and solve issues, resulting in conflicts. All these developments are creating unprecedented societal, economical, technological, environmental, and sustainability challenges and opportunities which require special problem solving skills to help tackle them.

The World Economic Forum (WEF) in its Future of Jobs 2020 Report (2) found that despite rapid technological advancements, an even greater demand for other non-technological skills such as problem solving competencies exists. WEF reported that 4 out of 5 of the top required core skills in future jobs are problem solving skills. Complex problem solving skills are defined by WEF as “identifying complex problems and reviewing related information to develop and evaluate options and implement solutions” (p. 153). This was ranked third in the top critical skills required in the job market in 2025.

World Economic Forum (WEF) Top 10 Skills of 2025

However, employers report that there are skills gaps when it comes to recruiting candidates who possess complex problem-solving competencies. For example, the Financial Times (FT) found in its MBA skills gap survey that solving complex problems is one of the top skills sought by employers in MBA graduates but was hard to find (3). Similarly, in its skills gap survey of 1,251 job recruiters at 547 companies, Bloomberg reported that creative problem-solving skills was the second most difficult skill that recruiters found lacking in MBA graduates after strategic thinking (4).

Financial Times (FT) Top 5 MBA Skills

Why Learn from Top Strategy Consulting Firms?

Given the importance and scarcity of problem solving skills, how can one go about improving or mastering this skill? The good news is that it is a learnable skill that can be honed and mastered.

One way to do this is by learning from the best at solving such problems. And who is better at doing this than the top strategy consulting firms McKinsey & Co., BCG, and Bain & Co. (MBB collectively), whose core competency is solving complex problems? They have developed and refined structured problem solving methods (approaches, concepts, tools, techniques, and templates) to solve their clients’ toughest problems.

Common Features of Top Consulting Firms’ Approaches to Solving Complex Problems

There is no single method used by the strategy consulting firms, but rather several approaches which have common themes among them.

There are numerous features which are key to the best strategy consulting approaches:

  1. The cartesian method of problem structuring to diagnose problems by breaking them down into manageable parts that are mutually exclusive and comprehensively exhaustive (MECE) (5).
  2. The scientific method of hypotheses development and testing to develop recommendations that are evidence-based (6-7).
  3. The Pareto Principle (80/20 Rule) prioritization of issues and solutions to produce results faster and more efficiently (8).
  4. The Minto Pyramid Principle to communicate with stakeholders using structured communication techniques (9).
  5. A collaborative, team-based approach which emphasizes systematic processes to deal with cognitive biases (10-12).

 Although the MBB’s problem-solving methods are exceptional, these methods are proprietary and inaccessible to non-employees; for example, see (13). Nevertheless, over the past four decades, some elements of their methods have been published (14-20). Recent books have provided detailed, step-by-step approaches to solving complex problems based partly on the authors’ experiences working in top strategy consulting firms.

I have selected the four best books on complex problem solving because they share several characteristics. They:

1-   Use top strategy consulting approaches to solving strategic problems.

2-   Are authored or co-authored by ex-consultants who have worked with top strategy consulting firms.

3-   Provide complete structured methods that consist of steps, tools, techniques, and templates.

4-   Explain methods taught at reputable educational institutions.

5-   Have methods supported by an extensive evidence base.

These four best books are reviewed in chronological order based on their publication date.

Cracked it!: How to solve big problems and sell solutions like top strategy consultants by Bernard Garrette, Corey Phelps and Olivier Sibony

Cracked it!: How to solve big problems and sell solutions like top strategy consultants by Bernard Garrette, Corey Phelps and Olivier Sibony

The Authors:

Cracked it! is authored by Bernard Garrette, Corey Phelps, and Olivier Sibony. The authors were strategy professors at HEC Paris when writing the book. Olivier Sibony has extensive strategy consulting experience as an ex-senior partner of McKinsey & Co., where he worked for 25 years.

The Origin of the Method:

The 4S problem-solving method presented in the book morphed from an MBA course on problem-solving at HEC Paris. The authors acknowledge its consulting origin by stating that:

"The core of the problem-solving method we present here has been developed and refined over many years by McKinsey & Co, one of the oldest and most respected strategy consulting firms, and emulated by other consultancies, such as Bain and the Boston Consulting Group." (21: p. 35)

Problem Solving Traps and Pitfalls:

The 4S method attempts to remedy four pitfalls: flawed problem definition, solution confirmation, using the wrong frameworks, and miscommunication.

“Fundamentally, the 4S method encourages you to switch from an intuitive, informal, and automatic approach to solving and selling problems, to a reasoned, structured, and manual approach” (21: p. 50).

The Method

The 4S method covers three problem solving models used widely by consultants: hypothesis-driven (answer first), issue-driven, and design thinking. The 4S method consists of four stages: state, structure, solve, and sell.

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State: A Problem Well Posed Is Half-Solved

The first step in the method is stating the problem in the right way using the TOSCA framework. TOSCA is an abbreviation of the five elements of a problem - Trouble, Owner, Success Criteria, Constraints, and Actors. Trouble refers to the gap between the current situation and aspiration; Owner refers to the owners of the problem; Success Criteria refers to the measures of success; Constraints refers to what limits the solution space; and Actors refers to the decision makers or problem solvers who determine how the problem is solved and the requirements for this to happen. By answering the TOSCA questions, we can define the core question that we are trying to answer. Collectively, the TOSCA elements and the core question form the problem statement.

Structure: The Architecture of Problem Solving

In the problem structuring stage, we can follow three paths. If we have a strong answer to the core question, we can use the hypothesis-driven (Answer First) problem solving model. If we do not have a good candidate solution, we should determine if we can break down the problem into smaller parts. If we can, we use the issue-driven problem solving model. Otherwise, we use the design thinking problem solving model. 

For the hypothesis-driven path, we build a hypothesis pyramid which starts with the leading hypothesis (the educated answer to the question). The leading hypothesis is further broken down into sub-hypotheses which state the conditions that must hold true for the hypothesis to be true. These sub-hypotheses could be broken further if needed.

For the issue-driven path, we break down the core question into issues which could be broken further into sub-issues.

For both the hypothesis- and issue-driven paths, we should ensure that the structuring follows the MECE rule where the subparts (branches) are mutually exclusive (do no overlap) and collectively exhaustive (have comprehensive coverage).

For the design thinking path, we ideate by imagining what could be for the users.

Solve: Between Analysis and Creativity

Once the problem is structured, we move to the solve stage where analysis plans are created for the hypothesis- and issue-driven paths to test relevance and validity of the hypotheses or issues. There are eight types of analysis based on the data: existing data, easy-to-find quantitative data, qualitative data, facts, assumptions, internal plans and forecasts, expert input, and judgment calls.

For the design thinking path, the potential solutions are prototyped and tested.

Sell: Choose the Approach That Suits Your Audience

Selling the solution should focus on the recommendations and answers to the core question and not on the process of solving the problem. The recommended approach is the Pyramid principle which is a method developed by Barabra Minto (2009) when she was working at McKinsey. The Pyramid principle uses a logical structure to present the findings. This pyramid consists of a governing thought, keylines, and support. The governing thought communicates the core message which is usually the main recommendation and sets the direction for the rest of the communication by triggering “how” (actions) and/or “why” (reasons) questions which the keylines will answer using inductive or deductive logic. The support components back up claims made in the keylines by providing facts, analysis, and additional information.

Bulletproof Problem Solving: The One Skill That Changes Everything by Charles Conn and Robert McLean

Bulletproof Problem Solving: The One Skill That Changes Everything by Charles Conn and Robert McLean

The Authors:

The authors, Charles Conn and Rob McLean, have extensive experience in strategy consulting. Conn started his work in consulting with BCG and was a partner with McKinsey & Co, while Rob is a director emeritus of McKinsey &Co., where he led the Australian and New Zealand McKinsey practice. In addition to their decades-long experience with strategy consulting, they have led non-profit organizations, educational institutions, and numerous start-ups.

The Origin of the Method:

According to the authors:

"This powerful framework, Bulletproof Problem Solving, is an approach we learned and helped develop at McKinsey & Company, the global consulting firm. This seven‐step process hasn't been shared widely outside McKinsey until now." (22: p. XIV)

Their approach has been tested, improved, and used by McKinsey & Co consultants over many years, making it very robust.

Problem Solving Traps and Pitfalls:

The Bulletproof Problem Solving (BPS) method attempts to address seven pitfalls that problem solvers suffer from. These mistakes include having weak problem statements, asserting the answer, failing to disaggregate the problem, neglecting team structure and norms, having an incomplete analytic toolset, failing to link conclusions with a storyline for action, and treating the problem solving process as a one-off rather than iterative process.

The Method

The Bullet-Proof Problem Solving method has seven steps: define the problem, disaggregate the issues, prioritise the issues, build a workplan and timetable, conduct critical analysis, synthesise findings from the analysis, and prepare powerful communication.

No alt text provided for this image

Step One: Define the Problem

The first step is to have a clear definition of the problem that is agreed upon by the people or entities involved in the decision.

Step Two: Disaggregate the Issues

In order to create hypotheses for possible solutions and generate insights, the problem should be broken into its constituent parts. The breakdown structure could be visually mapped into a logic tree (hypothesis, issue, or decision trees).

Step Three: Prioritize the Issues, Prune the Tree

Once the issues or drivers of the problem are identified and mapped, the next step involves finding the few drivers that make the biggest impact. These drivers should be investigated to determine their importance and impact.

Step Four: Build a Workplan and Timetable

For each issue or driver that was prioritized, a workplan should be created outlining the analytical approach and data required to test the hypotheses about the importance and impact of prioritized issues. The tasks will be assigned to team members and delivered according to the agreed timeline.

Step Five: Conduct Critical Analyses

In this step, data collection and analysis are carried out to test the hypotheses. This is usually the most time-consuming step and must be managed efficiently.

Step Six: Synthesize Findings from the Analysis

The individual findings from the previous step are synthesized together to create a logically consistent argument for the proposed solution.

Step Seven: Prepare Powerful Communication

The proposed solution is presented in a storyline. This follows a pyramid structure where there is a governing thought which drives the logic of the presentation supported by deductive and/or inductive arguments (9).

An Introduction to Management Consultancy, Second Edition by Marc G. Baaij

An Introduction to Management Consultancy, Second Edition by Marc G. Baaij

The Author:

Marc Baaij is an Associate Professor of Strategic Management at the Rotterdam School of Management (RSM) at the Erasmus University Rotterdam in the Netherlands. He has previously worked for the Boston Consulting Group (BCG) as Manager of Research and Strategy Consultant.

The Origin of the Method:

The author states that the “book uses the problem-solving method of leading consultancy firms in the ‘Advise & Activate’ group.” (23: p. 139) This group contains the leading management consulting firms of McKinsey, BCG, and Bain, where their problem solving “method is considered the gold standard of management consultancy” (23: p. 139).

Problem Solving Traps and Pitfalls:

There was no formal section discussing the traps and pitfalls of non-consultants’ approaches to problem solving, but there were many pitfalls stated for consultants’ approaches and suggestions for how to remedy them.

The Method:

The author presents generic problem solving phases that consultants use to solve problems. These phases consist of identifying a client’s real problem, structuring the real problem, designing and conducting analysis, developing a solution, structuring a presentation, preparing for implementation, and facilitating the implementation. The author discusses four models used by consultants: the answer-first model, structured model, sequential problem solving model and design thinking. The authors explain how the first three models are used to structure problems and how all four models can be used to develop solutions.

Problem Solving Models

The Answer-First Problem Solving Model

The answer-first model, also called the hypothesis-driven model, is credited to Bain & Company. In this model, consultants use their experience and knowledge of similar projects to develop solutions to solve the client’s problem without undertaking detailed desegregation of the problem into its constituent drivers or issues and then prioritizing them. These solutions are hypotheses (educated guesses) which can be tested to determine their validity. Although this model is the speediest compared to other models, it is also the riskiest because the initial hypotheses may turn out to be wrong.

The answer-first model consists of six phases. It starts with defining the problem, developing possible answers, planning the analysis and working to test the answer, conducting the analysis, synthesizing the insights from the analysis, and developing the recommended solution.

The Structured Problem Solving Model

The structured problem solving model, also known as the issue-driven problem solving model, is attributed to McKinsey & Company. This model begins with defining the problem, but rather than proceeding with developing answers (hypotheses) as the answer-first model does, it breaks down the core question into issues or drivers. The next steps are prioritizing the issues and developing the hypotheses, planning the analysis and working to testing the hypotheses, conducting the analysis, synthesizing the insights from the analysis, and developing the recommended solution.

The Sequential Problem Solving Model

The sequential problem solving model is also attributed to McKinsey & Company. This model is used in cases where it is difficult to break down the problem into issues and sub-issues. To help with the structuring of the problem and finding solutions, the model uses a sequence of five questions. These questions are: “is there a problem?”, “where does it lie?”, “why does it exist?”, “what could we do about it?”, and “what should we do about it?”.

The Design Thinking Problem Solving Model

The author uses the Five Stage Design Thinking Model of the Hasso Plattner Institute of Design at Stanford University that was popularized by the design consultancy firm, IDEO. The design thinking model uses a human-centric approach where the users are the center of the product development process. Consultants use the model to develop solutions by first empathizing with the customers to understand the problem. Through collaboration with users, the problem is defined in a human-centric way. Subsequently, the ideation phase aims to generate solution ideas. These solutions ideas are then are converted to prototypes (solution hypotheses). The last phase involves testing the prototypes. 

Solvable: A Simple Solution to Complex Problems by Arnaud Chevallier and Albrecht Enders

Solvable: A Simple Solution to Complex Problems by Arnaud Chevallier and Albrecht Enders

The Authors:

Arnaud Chevallier and Albrecht Enders are professors of strategy at IMD. They have both worked in strategy consulting, as Arnaud has worked in strategy consulting at Accenture and Albrecht has been employed as a consultant at BCG.

The Origin of the Method:

The authors developed a problem-solving approach they call FrED, which is an acronym for Frame, Explore, and Decide. They state that their integrated approach is based on the methods used by top consulting firms, design thinking used by designers, the scientific hypothesis-driven approach and the engineering TRIZ (Theory of Inventive Problem Solving) (24).

Problem Solving Traps and Pitfalls:

The authors see six ways that the problem solving process does not achieve the desired results: framing the problem poorly, making bad decisions, failing to decide together, not engaging key stakeholders, failing to update our thinking, and not executing.

The Method:

The FrED method addresses the four elements of problem solving: a principal question (called Quest), a set of alternative solutions to answer the problem, a set of evaluation criteria, and use of the evaluation criteria to decide between the alternatives. The FrED method is structured into three stages: frame, explore, and decide.

No alt text provided for this image

Frame: Understand your problem

The first stage involves framing the problem. The frame consists of three components: substantive, engagement, and logistics. The substantive part comprises four elements: Hero, Treasure, Dragons, and Quest. These names are borrowed from the storytelling narrative and could be abbreviated to the HTDQ sequence. The Hero refers to the protagonist, Treasure to aspirations (results), Dragons to barriers between the hero and the attaining the treasure, and Quest to the overarching question that needs to be answered. The engagement part of the frame consists of the core stakeholders and other key stakeholders. The final part, the logistics, concerns the resources needed to solve the problem including time and budget.

The framing phase is highly iterative. It starts with defining an initial frame that is fine-tuned using four rules. Then the refined frame is used to identify root cause problems through “why” maps. This diagnostic step results in the redefinition of the frame that it is taken as an input into the next stage.

Explore: Identify alternatives and criteria

There are two key steps in the exploration stage. In the first step, the problem solver maps out the solution space using the “how” maps which use the MECE structure. The authors offer several techniques to explore solutions which included using analogical reasoning, relaxing assumptions, and reframing the problem. More than one alternative solution that answers the “how to” question should be developed to allow for evaluation criteria to be applied. The second step involves creating evaluation criteria to be used in evaluating the alternative. Again, these evaluation criteria should be MECE and insightful.

Decide: Select the best on-balance solution

Once the alternatives and criteria are developed and agreed on, the next stage involves evaluating the alternatives using the criteria to determine their appropriateness. Then, aligning independent decisions with one another to form a logically consistent solution is critical. Finally, the solution needs to be communicated to convince stakeholders that the proposed solution answer solves the problem. This could be accomplished by formulating a compelling message which addresses the dimensions of logic (logos), ethos (credibility), and pathos (emotions).

 Conclusion

Each book offers a complete step-by-step method to solving complex problems based on the approaches used by top strategy consulting firms. They each offer their own version or approach and their own toolkit because there is no standard approach that can be used by all. Furthermore, each book explains some parts of the problem-solving process in greater depth than others. In summary, each book offers some key differentiating points. 

Cracked it! was published first out of the 4 books and covers the design thinking problem solving method, which is not traditionally associated with the top strategy consulting firms but with product design consultancies such as IDEO. The authors managed to integrate the design thinking model with hypothesis- and issue-driven problem solving models, forming an integrated framework (4S Method). Their integrated method allows consultants to address several classes of problems including ill-defined and user-centric problems. In explaining the hypothesis-driven model, they offer a more nuanced treatment of hypotheses and explicate the differences between necessary and sufficient conditions and how hypotheses should be constructed. The book explains in detail how analytical frameworks (industry, functional, and logical) could be used to help us structure problems to create issue trees. However, they also warn us of the dangers of using them. Since communication is a very important part of the method, the authors explain the Pyramid Principle by Barabra Minto and how it can be used to sell the solution. Finally, throughout the book, the authors remind us of the cognitive biases which may derail our efforts and how to de-bias them.

Bulletproof Problem Solving offers for the first time a comprehensive account of the McKinsey approach to solving complex problems. Once a problem solver has created a set of hypotheses using the hypothesis- or issue driven models, the book details how they would create and execute a workplan. This is usually the most time-consuming part of the process where many efforts fall short. It does not only cover the technical aspects but also the team processes associated with it. The authors cover the analysis in considerable depth in two chapters. They start first with the simple and heuristic analysis approaches, then move to what they call the “big guns” of analysis (e.g., multiple regression, RCTs, analytic game theory models) and offer a decision tree that helps the problem solver select the right analysis approach. They assure the solver that most problems do not require “big guns”, and if they are required, there are many online solutions which make them accessible to most problem solvers.  The authors discuss how their approach can be used to solve problems that have long time frames and high uncertainty. They also demonstrate how to integrate their approach with McKinsey’s strategy under uncertainty framework (25). Moreover, they dedicate a chapter to solving wicked problems, which are defined as problems that are hard to define and find solutions for given their complexity. Finally, the authors state that design thinking is complementary and consistent with their approach, especially when problem solvers deal with user experience in the product and service design space.

An Introduction to Management Consultancy is an introductory book to help people build consulting skills. In its second edition, it addresses the various problem solving models in considerable depth. In addition to covering the hypothesis-driven, issue-driven, and design thinking problem solving models, it covers the sequencial analysis model which can be used when the problem cannot be solved through the other approaches. Since the book primarily targets people who are working or want to work for consulting firms, it positions the problem solving approach in the context of the overall consulting process. Nonetheless, the book is still a useful resource for problem solvers not working in or aspiring to join the consulting industry. The book goes into considerable detail on how to develop operational and strategic solutions using direct and indirect approaches. Furthermore, the book dedicates two chapters to planning and facilitating implementation. Although these steps are not part of problem solving methods, they are necessary once the solution is improved and ready to move to the implementation stage. Knowing what it takes to implement solutions helps problem solvers develop solutions which are practical and implementable. The methods advanced in the book are applied to strategy development in another book, Mapping a Winning Strategy, by the same author (26).

Solvable is the most recently published of the four books, offering the FrED method that can be applied to a wide range of problem classes. The FrED method uses two types of logical maps: diagnostic maps (“why” maps) which attempt to find out the root causes of the problem, and solution maps (“how” maps) that explore the solution space. The authors provide a comprehensive treatment of the framing of the problem in three chapters. They also explain in great depth the development of evaluation criteria for the various solution options which have been developed, and how they could be used to evaluate the alternatives.

Collectively, the four books offer a comprehensive toolkit comprising concepts, frameworks, analytical tools, techniques, and templates that make them indispensable in building the complex problem solving skillset.        


References:

(1) Bennett, N. and Lemoine, J., 2014. What VUCA really means for you. Harvard Business Review, 92 (1/2).

(2) World Economic Forum, 2020. The future of jobs report 2020, Geneva: World Economic Forum.

(3) Nilsson, P., 2018. What Top Employers Want from MBA Graduates. [Online] Available at: https://www.ft.com/content/64b19e8e-aaa5-11e8-89a1-e5de165fa619 [Accessed 10 October 2022].

(4) Levy, F. & Cannon, C., 2016. The Bloomberg Job Skills Report 2016: What Recruiters Want. [Online] Available at: https://www.bloomberg.com/graphics/2016-job-skills-report/ [Accessed 10 October 2022].

(5) Descartes, R. 2006. A discourse on the method of correctly conducting one’s reason and seeking truth in the sciences. Oxford: Oxford University Press.

(6) Gauch Jr, H.G. 2003. Scientific method in practice. Cambridge: Cambridge University Press.

(7) Liedtka, J., 2006. Using hypothesis-driven thinking in strategy consulting. Charlottesville, VA: Darden Business, University of Virginia.

(8) Koch, R., 2011. The 80/20 Principle: The Secret of Achieving More with Less: Updated 20th anniversary edition of the productivity and business classic. London: Nicholas Brealey Publishing.

(9) Minto, B., 2009. The pyramid principle: logic in writing and thinking. Harlow: Pearson Education.

(10) Kahneman, D., 2011. Thinking, fast and slow. London: Allen Lane.

(11) Ariely, D., 2008. Predictably Irrational: The Hidden Forces That Shape Our Decisions. New York: HarperCollins.

(12) Sibony, O., 2021. You're About to Make a Terrible Mistake!: How Biases Distort Decision-Making and What You Can Do to Fight Them. London: Swift Press.

(13) Davis, I., Keeling, D., Schreier, P. & Williams, A., 2007. The McKinsey Approach to Problem Solving. McKinsey Staff Paper No. 66, New York: McKinsey & Company.

(14) Minto, B., 1996. The Minto Pyramid Principle: Logic in Writing, Thinking, & Problem Solving. 3rd ed. London: Minto International.

(15) Ohmae, K., 1982. The Mind Of The Strategist: The Art of Japanese Business. 1st ed. New York: McGraw-Hill.

(16) Rasiel, E. M., 1999. The McKinsey Way: Using the Techniques of the World's Top Strategic Consultants to Help You and Your Business. 1st ed. New York: McGraw-Hill.

(17) Rasiel, E. M. & Friga, P. N., 2001. The McKinsey Mind - Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World's Top Strategic Consulting Firm. 1st ed. Chicago: McGraw-Hill.

(18) Long, L., 2004. The Power of Logic: In Problem Solving and Communication. 1st ed. Marietta: SCC Publishing.

(19) Watanabe, K., 2009. Problem Solving 101: A Simple Book for Smart People. 1st ed. London: Vermilion.

(20) Chevallier, A., 2016. Strategic Thinking in Complex Problem Solving. 1st ed. Oxford: Oxford University Press.

(21) Garrette, B., Phelps, C. & Sibony, O., 2018. Cracked it!: How to solve big problems and sell solutions like top strategy consultants. 1st ed. Cham: Palgrave Macmillan.

(22) Conn, C. & McLean, R., 2019. Bulletproof Problem Solving: The One Skill That Changes Everything. 1st ed. Hoboken: Wiley.

(23) Baaij, M., 2022. An Introduction to Management Consultancy. 2nd ed. London: SAGE Publications Ltd.

(24) Chevallier, A. & Enders, A., 2022. Solvable: A Simple Solution to Complex Problems. 1st ed. Harlow: FT Publishing International.

(25) Courtney, H., 2001. 20/20 Foresight: Crafting strategy in an uncertain world. Boston, Massachusetts: Harvard Business School Press.

(26) Baaij, M., 2018. Mapping a Winning Strategy: Developing and Executing a Successful Strategy in Turbulent Markets. Bingley: Emerald Group Publishing.

Pensamento Sistêmico: um artigo com uma explicação completa de resolução de problemas, baseado em 4 livros excepcionais para essa finalidade. A conclusão conecta (afinal temos um sistema) e compara cada publicação com alta expertise! Parabéns!

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Reply
Mahmoud Khodair,

Partner at PwC Middle East

2y

Congratulations Dr. Bassil on this great, insightful and comprehensive article. Many thanks for sharing 🙏

Basma Yaghi, MSc

Senior Consultant at PwC | Government and Public Services | LSE MSc Graduate

2y

I really appreciate this in-depth article and in particular the very helpful comparative review at the end. It has definitely strengthened my understanding of complex problem solving approaches. Thank you so much for sharing!

Misfer A.

Serving with purpose — enabling national progress and prosperity 🇸🇦

2y

I enjoyed this article. Thanks for the recommendations and the clear and straightforward explanation of their framework 🙏🏼

Osama AlKhuraiji

Strategy Development & Execution | EPMO | Governance | Executive | Business Development | Transformation | Leadership

2y

Well said Bassil A. Yaghi, PhD, you addressed a current issue we face in doing business. Problem solving skill is mandatory to be competitive, thanks for enlightening us and sharing this article.

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