WHAT IS THIS ALL ABOUT?

Innovative solutions to complex business problems are like works of art: they elicit emotions similar to the ones we feel in front of great paintings or photographs. They transform our views of the world by showing it to us from different perspectives. When Yann Arthus-Bertrand shows us a photograph of the earth from the sky, it not only expands our horizons in the literal sense but reveals unsuspected patterns in the landscapes we thought we knew well.

A new theory, like the special theory of relativity, does even more for us. Einstein's insight that light moves at the same speed in any inertial frame implies that space, time, and the mass of a moving object contract or expand as a function of the speed with which the object moves relative to a nonaccelerating frame. It is a lens that lets us make a new and valid prediction: the rate at which particles' energy states will decay as a function of the speed with which they move, something the previous picture of space-time did not predict. The new theory does not give us new information. It adds new insight to existing information—to the facts we knew when looking through the old lens—and sets our gaze on critical new information we can seek out.

A new way of looking at a business can also make unseen patterns visible and reveal innovative levers we can use to drive changes that have impact. When Coca Cola describes itself as a conditioned reflex business rather than a "soft drinks business," its marketing department begins to think about how to engineer stimuli that will trigger customers' buy-and-consume routine so reliably that it becomes a reflex. Then the company sets to work on optimizing the color of the drink, the shape of the container, and the sound patterns of the commercials to trigger consumers' desire to "have a Coke and a smile" as a matter of reflex rather than a considered choice.

Google understands itself as a company constantly searching for the best search process. Its approach to research, development, and deployment has taken on a vinelike characteristic—one that is adaptive and expanding. "Search," writ large, is its raison d'être, which encourages it to stay at the forefront of a human activity—search and re-search—that has been addictive since before we knew what the Internet was. Google Earth, Google Books, Google Scholar, Google Patents, and Google Code are all exploration vehicles that expand users' search repertoire while furthering the company's own search for better ways to search.

The business world offers up challenges involving large sets of variables on consumer behavior, trends, regulatory uncertainties, shifting competition, new technologies, and more. Finding a way to see these variables in ways that illuminate an insightful course of action is not so different from seeing the world through Bertrand's photo lens or seeing time and space through Einstein's model. The trick is to discover a lens that focuses us on the variables that matter—those we can observe and control to bring about useful change. To do so, we need to look and see differently. We get to insight by building and using a new lens, not just by collecting more data and analyzing it. That is how we design insight.

Shedding new light on a predicament is hard because we tend to gravitate toward familiar ways of seeing. Our existing models, metaphors, and frames shape our ways of looking, and precedents constrain what we end up looking for. They can provide useful shortcuts for transferring insight from one field of practice to another, but they are our enemies in producing new insight: they are the pictures we took using yesterday's lenses.

This book is an exercise regime for the business mind that seeks insight—a personal problem-framing and problem-solving assistant for business problem solvers. It can be used as a think-out-loud document for strategists, advisors, and executives, alone or in teams, and it answers the questions that should guide all insight seekers—for example:

• How can we harness thinking deeply and precisely to seeing more clearly?

• How can we broaden our line of sight into possible solutions—or narrow our focus to avoid getting sidetracked without losing perspective?

• How should we design the process by which we design business solutions?

THE ACT OF DEFINING BUSINESS PROBLEMS: WHERE THE GOLD LIES

In business, we never begin our work with a well-defined problem. We start from a difficulty, an issue, a challenge, or a predicament:

• Quarterly sales have suddenly plummeted. What now?

• Manufacturing costs have skyrocketed over the past two quarters. What do we do about it?

• Our arch-competitor has announced a new product we'd not even conceived possible a quarter ago, and it looks like a market beater. How do we respond?

• The client's top management team has gone into a motivational slump according to the chairman of the board: How do we change their behavior?

These are not problems. They are vaguely articulated predicaments, or challenges. As business problem solvers, we never "solve problems" already posed. The work we do creates most of its value through defining problems: turning predicaments into precisely articulated problems we can solve.

What does that mean? What is a well-defined problem? It is a difference between the way things are and the way we want them to be. "Precisely articulated" means just that: we want to be able to measure the most relevant variables pertaining to where we are (the current conditions) and where want to be (the desired conditions); define the time frame in which we will get there from here; and map out the space of possible solutions, that is, the permutations and combinations of all possible changes in the variables we can influence to take us from where we are to where we want to be.

The prototypical well-defined problem is a jigsaw puzzle: you have a stack of nine square tiles, each with some pattern on it. These are the current conditions. You know that the solution to the puzzle is an arrangement of the nine tiles in a square three-by-three tile array such that the patterns fit together, that is, they produce a coherent image (the desired conditions). The space of possible solutions—the solution search space—is all of the possible three-by-three arrays of tiles you can create using the nine tiles at your disposal.

This problem is not simple, but, it is well defined. You know what the solution should look like: you have some hint in or on the box of the tile package. You can verify whether any configuration of tiles fits the bill. You have the means to alter the position or rotation of any tile to get closer to the solution to the puzzle. You may also know that the solution is unique. That will help because you will be aiming to solve for one thing, not for any one of 10, or 100, or 1,000.

Once...