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Minto Pyramid Principle Training | By ex-McKinsey

Go to www.slidebooks.com to Download and Reuse Now a Minto Pyramid Principle Training in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.

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Minto Pyramid Principle Training | By ex-McKinsey

  1. 1. Resolve Complex Problems With The Pyramid Principle Training &Templates
  2. 2. 22 Aurelien Domont Slidebooks Consulting Managing Director To teach you how to resolve complex problem using the Pyramid Principle created by Minto To help you engage your audience and show professionalism with Premium Powerpoint slides created by ex Deloitte & McKinsey Consultants Objectives of this document To save your time with ready-made Powerpoint slides
  3. 3. 33 Table of content Apply the Pyramid principle Create a story board 2 3 Write the introduction1 Resolve complex problems with the Pyramid Principle?
  4. 4. 44 Write an introduction which contains the situation, the complication and the question • A neutral description with facts that you know your audience will agree on • Example: The company’s market is mature and doesn’t offer growth opportunity anymore The situation • A desired change of the current situation • Example: The CEO would like to increase his profit by reducing his cost by 10% The complication • The question that implicitly results from the complication • Example: How can the company reduce its costs by 10%? The question
  5. 5. 55 Table of content Apply the Pyramid principle Create a story board 2 3 Write the introduction1 Resolve complex problems with the Pyramid Principle?
  6. 6. 66 Pyramid Principle Definition
  7. 7. 7 Download Now the rest of this Document and 10,000+ Powerpoint and Excel Documents at www.slidebooks.com or by clicking anywhere on this page Download Now
  8. 8. 88 Create a pyramid with your answer and supporting arguments - Template Insert your answer Insert your supporting argument #1.1 Insert your supporting argument #1.2 Insert your supporting argument #1.3 Insert your supporting argument #2.1 Insert your supporting argument #2.2 Insert your supporting argument #2.3 Insert your supporting argument #3.1 Insert your supporting argument #3.2 Insert your supporting argument #1 Insert your supporting argument #2 Insert your supporting argument #3 Insert your supporting argument #3,3 Insert your introduction’s question Why or How? Why or How?Why or How? Why or How? To communicate in a structured way with a busy executive, you should start with the answer to the executive’s question first, and then list your supporting arguments Group, summarize and order logically your supporting arguments
  9. 9. 99 The company can reduce its cost by $5 millions through some operational improvements Select non-core functions Evaluate cost and service level of potential partners Choose one partner for each function Design current processes Compare current process to best-in- class benchmarks Adopt best practices based on benchmarks Select and review current supplier costs Evaluate cost of potential alternative suppliers Outsource non-core functions to save $3 Millions Simplify core functions processes to save $1 Million Review supplier cost to save $1 Million Renegotiate supplier contracts and/or choose alternative suppliers How can the company reduce its cost by 10%? Create a pyramid with your answer and supporting arguments - Example
  10. 10. 1010 Ensure that your pyramid is Mutually Exclusive and Collectively Exhaustive (MECE)
  11. 11. 1111 Ensure that each category of your pyramid doesn’t contain too many subcategories In this example, each category only contain 3 subcategories, which is the ideal number for a clear communication Why or How? Why or How?Why or How? Why or How? Ensure a vertical logic by answering the question “why” or “how”
  12. 12. 1212 You an also use an horizontal logic within your pyramid… Horizontal logic at the first level Horizontal logic at the seond level
  13. 13. 13 Download Now the rest of this Document and 10,000+ Powerpoint and Excel Documents at www.slidebooks.com or by clicking anywhere on this page Download Now

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