As with other strategic consulting firms, we follow a traditional process of logical business solutions. In order to find solutions to the issues in question, it is always important that each person involved shares a sense of unity in the issue. When there are multiple participants with differing levels of success experiences, a strategic scenario that is understood and exercised by all members, and is also capable of evolving through feedback of results, is necessary.In doing so, a logically structured and clear process proves to be very effective.

That does not mean, however, that simply taking a logical process alone is sufficient in solving issues. Abstract thought developed through logic is not sufficient in order to reach a core “idea” that is necessary for problem solving. That is why we base our processes on solid logic, but continuously strive to acquire an instinctive eye to capture the specifics such as consumers, stores and factories etc, which surround each issue.

We continuously move back and forth between the mind space of the “Abstract” and the “Specifics.” While logical development is utilized to steer discussions, such abstracts are broken down into specifics, as insight is attained as to how the customer would use it, and the company would provide it. It is our belief that this type of business solution process that goes back and forth between the abstract and specifics is an effective method to attain an efficient strategic scenario.

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Amongst these processes, an especially important part is constructing an initial hypothesis. For many companies, and especially so for companies that excel in their field and have enjoyed success, there is a strong tendency to unconsciously thinking within the realms of past winning scenarios, and being limited to current models used to understand internal and external environmental factors, which as a result limits the possibility to think outside the box. These kinds of unconscious limitations are why it is important to use a framework that matches the issue, in order to expand the size of the sandbox to create fresh ideas. For example, the McKinsey’s “Staircases to Growth” Framework is one such example.

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Using this kind of a framework allows us to first take a leap of faith away from “common sense” and the “status quo”, which we feel is an important step. Ideas rarely ever expand, and usually tend to shrink from the initial imagination space, and this is why the initial jump needs to take us into the realms of ideas that are “impossible” and even “delusional.” Once we have obtained a nearly delusional idea, we can then start to utilize the business solution process which would take customer segments and needs, current resources etc. and place them in line with the idea, resulting in a highly realistic strategic scenario which creates our well developed hypothesis.