From Strategy to Transformation Tips for Solving Complex Organisational Problems
It's not news that the way an organisation works impacts directly on the quality of the services they offer. And if you want to create social impact and deliver great customer value, as I am sure you do, then we need to make sure you are set up for success.
At Three6 we exist to change the world for the better, one idea at a time. And we are eager problem solvers. But not any problems, those that are worth solving. Problems that when solved contribute to changing the world. Solving complex organisational problems that impact critical social issues like aged care, healthcare, education, violence against women, and poverty requires a strategic and transformative approach. Understanding the depth of the issue is paramount to designing lasting solutions. How do we do that? Let’s delve into effective tips for problem-solving. Spoiler alert, it is not from a desk, and it is definitely not in isolation with one lens.
If you are a leader navigating large programs of work seeking to deliver value and drive impactful change, then you will find valuable insights on problem-solving, transformation, and creating sustainable impact in your respective field.
Understanding the Complexity of Organisational Problems
The Interconnection Between Organisational and Social Issues
Organisational challenges often mirror the complexities of the social issues they aim to address. The link between the two is undeniable and intricate. And unfortunately, we find that the bigger the passion to serve others the more inefficient the processes are, and therefore the smaller the impact you can have.
When an organisation works in sectors like healthcare or education, its internal problems—be it strategic misalignment, inefficient processes, or lack of innovation—can have a direct impact on societal well-being. Understanding this interconnection is crucial. It’s not just about fixing internal issues but also about comprehending how these issues can hinder or help in tackling broader social problems.
For instance, an aged care facility grappling with operational inefficiencies may fail to provide high-quality care, thereby exacerbating the very issue of elder well-being it seeks to mitigate. Similarly, an educational institution with outdated curricula might contribute to the cycle of poverty.
Acknowledging this overlap is the first step towards crafting solutions that not only enhance organisational performance but also contribute positively to society.
Importance of In-depth Problem Analysis
Who doesn’t want to just solve things and keep going? “Maybe just get a new software, or more resources.” Unfortunately, that may only be creating a bigger problem or pushing it for future you to solve.
That’s why before diving into solution generation, it’s essential to analyse problems deeply. This analysis should go beyond the surface symptoms to unearth the root causes. A thorough understanding of these causes allows for the development of strategies that are not only effective but also sustainable. This means looking at the problem from various angles, considering both internal and external factors that contribute to its complexity.
For example, in addressing financial literacy, it’s not enough to implement new policies; it’s necessary to understand the cultural, legal, and social contexts that perpetuate the issue. And then it’s we need to look into internal processes and ensure they are serving our customers, not our ‘this is how we have always done it here’ ways of working.
Similarly, to improve education, it is essential to look at why people choose to study or not, what are their drivers but also their needs. Do they have family commitments? Do they live far away from the campus?. By doing so, organisations don’t just apply a temporary fix—they transform into entities that can adapt and respond to issues as they evolve, thereby delivering lasting value and impact.
Holistic Approach to Problem Solving
Strategy: Crafting a Value-Driven Plan
A value-driven strategy acts as the blueprint for solving organisational problems. The process of creating this plan should incorporate a holistic understanding of both the issues at hand and the desired outcomes. And, again, this can’t be done in the CEO’s office with a closed door. Creating a strategy that works involves collaboration, research and designing for implementation.
We need to ensure that we are setting clear objectives that are aligned with the core values of the organisation and the social impact goals it aims to achieve. It’s about more than mere problem resolution; it’s about fostering transformation that delivers real value to all stakeholders involved.
To craft such a strategy, we need to draw from different toolkits and methodologies, and be genuinely curious and interested about what our audience needs. Leaders must engage in critical thinking, consider various perspectives, and anticipate potential challenges. This approach ensures that the resulting plan is robust, flexible, and capable of guiding the organisation through complex problem-solving and towards meaningful change.
In this way, strategy becomes the cornerstone of a transformative journey that not only addresses immediate concerns but also sets the stage for ongoing improvement and impact.
Service Design: Tailoring Solutions to Unique Problems
Once we are clear about the problem at hand and the goals and the kind of impact we want to make, we need to design how this will actually look and feel like – what are your customers going to experience? what will they do? how will they interact? And how are you going to deliver? How will your teams and systems provide them with value?
Say hello to Service Design!
Service design is a critical component of problem solving that focuses on customising solutions to fit the unique challenges of an organisation. It involves a deep dive into the user experience, ensuring that every touchpoint is optimised to meet the needs of those who interact with the organisation’s services.
This process requires a multidisciplinary approach, combining insights from various stakeholders to create a seamless and effective service flow. By doing so, the organisation can identify and eliminate pain points, enhance user satisfaction, and ultimately, drive greater impact.
Whether it’s improving access to healthcare or streamlining the delivery of educational resources, service design treats each problem as unique, requiring a bespoke solution that goes beyond one-size-fits-all fixes. This tailored approach not only solves the problem at hand but also elevates the overall value provided to users, solidifying the organisation’s role as a change agent in society.
Ensuring Lasting Solutions and Transformation
From Strategy to Implementation: The Journey Towards Transformation
Transitioning from strategy to implementation is crucial for achieving transformation. This journey requires meticulous planning, coordination, and execution. A strategy is only as good as its implementation; therefore, it’s essential to ensure that the vision and objectives outlined in the strategy are translated into actionable steps. This involves setting clear milestones, assigning responsibilities, and establishing metrics to measure progress. It’s a process that demands collaboration across all levels of the organisation and a shared commitment to the transformation goals.
As you move towards implementation, be prepared to adapt the strategy in response to new insights and changing circumstances. This agility can be the difference between a plan that sits on a shelf and one that leads to real, impactful change. By focusing on the end-to-end process, organisations can turn strategic vision into tangible results that resonate both internally and throughout the larger social context they operate within.
Measuring Impact: Showing Value in Problem Solving
Measuring the impact of problem-solving efforts is critical to demonstrating value and ensuring that solutions are not only effective but also sustainable. To do this, organisations must establish clear metrics that align with their strategic objectives. These metrics should be quantifiable, allowing for regular monitoring and reporting on the progress being made.
It’s also important to consider both the immediate outcomes and the long-term effects of the solutions implemented.
For example, in the context of poverty reduction, short-term indicators might include the number of individuals accessing new services, while long-term measures may look at changes in employment rates or educational attainment over time. By tracking these indicators, organisations can validate their strategies, make data-driven decisions, and continuously refine their approach. This not only serves to prove the value of the organisation’s work but also builds trust with stakeholders, ensuring ongoing support for the mission at hand.
Do you have a problem worth solving? Let’s partner and grow your impact!
