This document provides an overview of a course on cracking business problems. The course aims to help students make sense of business problems, propose courses of action, and build a problem-solving toolkit. The final assignment involves creating a business model canvas and a wiki entry on a conceptual model or technique. The document discusses business problems as complex with many influencing factors and the need for decision-making under pressure. It also references different strategic schools of thought and notes that creativity can be driven by pressure, perspective shifts, and limitations.

1. Presentatie titel
the bottom line
Rotterdam, 00 januari 2007
Rotterdam, 6 september 2010

2. cracking businessproblems...
Making a plan. Under pressure...
Understanding a businessproblem
Understanding a businessmodel
Understanding the customer
Decisionmaking
Making a case

3. Course goals
Make sense of a businessproblem so you can propose a course
of action.

4. Final Assignment
1 businessmodel canvas
this test will show if you can quickly get an understanding of how a
business “fits” in an enviroment, where adjustments can be made, and
what these adjustments might do to your profits...
1 wiki entry on a conceptual model or a technique
Together, you will help build a “problemsolving” toolkit.
(details will follow)

5. Ernst Phaff

6. • Twitter: @ecphaff #tbl
• Facebook: Ernst Phaff

7. The idea of TBL
70% - 20% - 10%

8. Lets start with action...
"Gentlemen, we are being killed on the beaches. Let us go inland
and be killed." Gen. Cota OMAHA, DOG WHITE

9. Pressure as a driver for innovation

12. http://www.youtube.com/watch?v=wW7MGTSbSxc

13. Businesses are much like moon travel

15. Some considerations
Time
as in: not enough...
Complexity
many factors
agency: many factors influencing each other as well as the system
Turbulence
“fog of war..”
events happen fast
“exogenous shock”

16. Strategic Schools of thought
(some of them..)
Design
Planning
Positioning
Entrepreneurial
Learning
Agency
Ecological
etc etc

17. “failure is not an option”
exercise: ritualized dissent
come up with options “under pressure”
test it in a “destruction/stress test”
rinse repeat
Assign one spokesperson per team. IT IS IMPORTANT that this
person has a resilient nature and does not hold a grudge.
aim for “coherence”

19. http://www.youtube.com/watch?v=IlmesbbPqtU

20. Creativity
Starvation
Pressure
Perspective shift

21. Wrapping up
many factors in business problems often makes “solving” difficult.
(not ordered problems, like making a balance sheet)
the models your learn in university belong in certain “schools of
thought” (bounded applicabilty)
sometimes you just need to start “solving”