How can you combine consulting frameworks for complex business issues?

In the realm of addressing intricate business challenges, the art of combining consulting frameworks entails a methodical process. It commences with the precise delineation of the problem, followed by a multifaceted analysis using diverse frameworks. Subsequently, you prioritize pivotal issues and craft tailor-made solutions. Implementation is facilitated through adept change management models, and progress is monitored via Key Performance Indicators (KPIs). The journey is an ongoing one, involving perpetual evaluation and the nimble adjustment of strategies in response to evolving dynamics.

The thinking starts with having an 'outside in' perspective, understanding the need, client's PoV and expectations and then deciding how and why a framework or comination of frameworks can help. It's also possible that one may develop a framework to suit the situation. Frameworks do have a place in the sense that they could help jump-start the consulting process, bring better structure etc. however, starting some well-known frameworks would be like the hammer, nail analogy.

I would suggest to not believe in the actual value of a framework or consultant just because an elite author or brand is connected to the content. Make sure to apply your own common sense and critical thinking; ask ‘stupid’ questions. The true master consultant can keep things simple, just like an entrepreneur with his / her / their elevator pitch.

Combining frameworks is essential because complex business issues often involve multiple dimensions that a single framework cannot fully address. For instance, entering a new market requires analyzing industry attractiveness, competitive landscape, customer needs, value proposition, financial feasibility, and implementation risks. By integrating different frameworks, such as Porter's Five Forces, SWOT, and PESTEL, we can cover all these aspects comprehensively, leading to a more holistic and effective solution. This approach ensures that we consider all relevant factors, avoid blind spots, and create a tailored strategy that addresses the problem from multiple angles.

Curate the client's problems within a 3 x 3 matrix according to open/ mixed-hybrid/ closed System Method vs open/ mixed-hybrid/ closed Problem Reality. The issues at the intersections involve identifying ambiguous problems with elements of both closed & open System Method and Problem Reality and survival in a state of flux where a strategic inflection-zone is becoming evident and the market is shifting dynamically. The full explanation is in: Newman, V., Elliott, G., Systematic and Systemic Consulting: Misunderstandings, Myths, Fads and the Future, in: Phillips, P.A., Subramanian, K.V., & Newman, V. (ed) Management Consultancy through an Academic and Practitioner Perspective. Notion Press: Chennai, 2018. ISBN: 978-1-64429-239-6.

No consulting process or frame work will guarantee success. If applied too rigidly, they can blind you to what’s important. They can also lead to a reinforced grasp of the obvious. The time to structure if after you’ve challenged all the assumptions and identified all the issues. Check lists can be helpful but an open mind at the beginning of an assignment is essential.

step 1) google "consulting framework" step 2) There are 43? Really? Read them all Step 3) Go talk to the person with the problem and work it from there

Start with artifacts that enable independent workstreams to act as one team to document assumptions, choices, and decisions. E.g., Problem Resolution or Resolution Delivery Risks. Work from content: The Risk, Scope of Impact, Magnitude of Impact... Determine if the client's Risk Documentation method will fill the bill. If not adapt it to collect all data. When a consultant's work requires a unique method, tool, or template, and there is significant overlap or language conflict, adjust it to client language. Define unique data items and provide clear examples in the language of the client.

To combine frameworks effectively: Define the Problem Clearly: Start with a well-defined problem statement and scope to focus on the most relevant aspects. Select Appropriate Frameworks: Choose frameworks that suit different levels and types of analysis. For example, use PESTEL for macro-environment analysis, Porter's Five Forces for industry analysis, and VRIO for internal capabilities. Integrate Logically: Combine frameworks in a structured manner. A top-down approach starts with broad frameworks and drills down into specifics, while a bottom-up approach does the opposite. Customize as Needed: Adapt the frameworks to fit the specific context of the problem, ensuring they align with the problem statement and scope.

Two combinations I’ve found useful: Positioning in April Dunford’s Framework + Playing to Win. Nailing today’s positioning helps focus on immediate results, while extending into Playing to Win to determine how to make the most of the positioning today and explore the future is helpful. Pairing Balanced Scorecard with Playing to Win enables you to move from sound strategy into aligned and measured execution.

Do not be misled by the title of the framework. Look at the methods, tools, and artifacts and you will often find variations of all sorts. Starting with the artifact and how it will be used resolves extraneous data, omissions and conflicts. Merging Scrum with Scrum as indented is quite common. Especially pruning off remnants of linear project management practices. Replacing Diagnostic problem-solving methods with Dialogic methods to address adaptive challenges is one of a few big exceptions to avoiding introducing new language, methods, and tools.

Common combinations of frameworks include: Market Entry: PESTEL, Porter's Five Forces, Customer Segmentation, Value Proposition, Business Model Canvas, Financial Analysis. Growth Strategy: Ansoff Matrix, BCG Matrix, McKinsey 7S, VRIO, Balanced Scorecard. Mergers and Acquisitions: Industry Attractiveness, Synergy Analysis, Valuation, Due Diligence, Integration Plan. Innovation: Design Thinking, Lean Startup, Blue Ocean Strategy, Diffusion of Innovation. For example, using PESTEL and Porter's Five Forces together can provide a comprehensive view of both the macro and micro environmental factors affecting a market entry strategy.

Single frameworks? Great for starters, but complex problems need a dream team of analytical tools! Here are my go-to combos: -Strategic Smackdown: Combine Porter's Five Forces with SWOT to dissect your industry, size up competitors, and identify winning opportunities. -Change Champion: Blend Kotter's 8-Step Change Model with ADKAR to ensure a smooth and successful transformation, addressing awareness, desire, knowledge, ability, and reinforcement. -Innovation Ignition: Spark creativity with Blue Ocean Strategy and Design Thinking. Break out of the red ocean of competition and find uncontested market space. But remember: It's all about synergy, not a clash of the titans!

Common combinations are irrelevant for you!!! The only thing you should care about is which tools will help me achieve my goals. Frameworks belongs to a topic: Business development/architecture, Information management/architecture, Technology management/architecture, etc. Whitin these different domains there are many sub-topics, and you MUST be good at defining what are the drivers for the change you want to implement (why the hell do you need to do this), then define the measurable outputs aligned with the end goal. Then you look for Frameworks describing/supporting the common sense in what you are doing and the tools that helps you organize your work, securing measurable output.

In sustainability consulting, orthodox frameworks often fall short. Sustainability isn't just a 'dimension'—it's a seismic shift in business thinking. Using just Porter's Five Forces or SWOT is sometimes like trying to listen to a symphony through a tin can. Dive deep: intertwine the Lifecycle Analysis to design for product sustainability and the Quadruple Bottom Line to balance profit, planet, people and impact. Factor in the Stakeholder Theory, ensuring every voice, from investors to indigenous communities, is heard. Assessing a green market entry? Mesh your tools, taking Porter's analysis and season it with ESG leading indicators. Let's not just fit sustainability into business, let's reframe business in the age of sustainability.

The more complex you sound, the more competent you come across is one of the greatest bullsh*t bingos that’s ever been sold in the consultancy space. Simplicity wins all the time. The ability to break complexity in a language that every one can understand and inspire people to rally around a topic, wins all the time.

When combining frameworks, be mindful of the following pitfalls: Overcomplication: Using too many frameworks can create unnecessary complexity and confusion. Focus on those that add the most value. Data Dependency: Ensure that your analysis is backed by accurate and relevant data to avoid flawed insights. Misalignment with Scope: Keep the analysis aligned with the initial problem statement and scope to maintain focus. Client Understanding: Avoid frameworks that are too complex or unfamiliar to the client, which can lead to misunderstandings. To avoid these pitfalls, maintain simplicity and clarity in your approach, and always ground your analysis in solid data.

There are many pitfalls of which I would like to address some. Using too many consulting frameworks simultaneously can make processes overly complex creating confusion about which one to follow and how to communicate results. They also might have integration issues causing technical problems and delays. Furthermore combining frameworks might dilute your focus, with the result focussing on short term goals rather then long term strategy.

One thing I’ve avoided doing is making a combination of frameworks visible to the customer. For instance, if I’m looking to tie the benefits of a certain operational performance improvement to financial impact I’ll use the process framework to capture the aspects and an underlying framework that takes that data and applies to dependent variables to derive an output. In this case, I kept it simple for my customer by only showing one framework and the resultant outcome. If I needed to adjust the output based on sensitivity, we would do together using the initial construct. In my experience, it’s better to not use too many frameworks at one time- if for nothing more than traceability errors

Learn the Customer and the Business first. Divide your project up into distinct phases Use Phase appropriate Models and frameworks, Give meaningful results that will help the business Use no magic... or hand waving...

Effective communication involves: Summarizing the Problem and Scope: Clearly state the problem and scope at the beginning. Explaining the Rationale: Describe how and why you combined the frameworks. Highlighting Key Insights and Recommendations: Focus on the main insights and actionable recommendations derived from your analysis. Supporting with Data: Provide evidence and data to back up your findings. Simplified Presentation: Use clear language and visual aids to make complex ideas understandable. For example, present the combined results of a SWOT analysis and a 5 Whys technique in a clear and structured format, emphasizing how each framework contributed to the overall solution.

Para uma comunicação efetiva, uma das alternativas que eu recomendo é seguindo as seguintes etapas: 1º) Demonstre as conclusões das análises realizadas com o direcionamento ou atenção necessárias; 2º) Apresente as análises que darão base às conclusões apresentadas; 3º) Demonstre o cenário encontrado e seu grau de complexidade e nível de aprofundamento que foi necessário; e 4º) Apresente quais as ferramentas escolhidas, mais adequadas para a realização das avaliações com a qualidade necessária (caso o público solicite esse nível de detalhamento).

At this point, it is essential to show the most relevant elements in terms of potential for improvement. Without proper communication, fundamental discoveries are likely to remain invisible. It is better to simplify the problem than complicate the solution. This is the moment where communication skills do their job and allow a solution that has used a complex process to be expressed with synthesis and quality.

Each client engagement requires a custom method of communication. More often than not, no one within the clients stakeholders would have the capacity or desire for a full reveal of all the methods used, rather having a specific method by client stakeholder group. For example, executives would appreciate an industry benchmarking method. Perhaps, combined with a SWOT analysis. This combination allows for revealing any external threats and weaknesses, while allowing for highlighting the organizations Strengths and Opportunities. The client stakeholders would determine which framework to reveal in communication with that group of stakeholders.

Additional considerations include: Flexibility and Adaptability: Be ready to adjust your approach as new insights emerge or the situation evolves. Stakeholder Engagement: Involve all relevant stakeholders and consider their perspectives to ensure a comprehensive understanding. Continuous Learning: Use feedback and lessons learned to refine future analyses and framework combinations. Visualization and Synthesis: Utilize visual tools to map the interconnections between frameworks and synthesize findings for a more comprehensive understanding. For instance, creating a visual map that shows how different frameworks interact can help identify patterns and prioritize insights, leading to more effective recommendations.

Map Interconnections: Visualize how the different frameworks connect and interact. Recognize the dependencies and relationships between various components. This will help you see the bigger picture. Prioritize Insights: Assess the insights generated from each framework and prioritize them based on their relevance and impact on the issue. Some insights may lead to more profound discoveries or solutions. Synthesize Findings: Synthesize the insights from different frameworks to create a comprehensive understanding of the issue. Identify patterns, common themes, and areas where insights overlap.

When tackling complex business issues, blending consulting frameworks is essential for navigating uncertainty—there's no one-size-fits-all solution. As I like to say, "all models (frameworks) are wrong; some are simply more useful than others!" Integrating diverse frameworks enables a thorough grasp of challenges and the ability to tailor adaptable solutions. It's about harnessing the strengths of each approach to achieve impactful results and foster sustainable growth. Equally crucial is understanding the organization's goals and culture when implementing new frameworks. Cue the change management team!! it's ultimately about ensuring your new framework gains traction and becomes ingrained in the operations.

Develop Recommendations: Use the synthesized insights to formulate recommendations or solutions. Consider the holistic view while crafting strategies or action plans. Test and Refine: Validate your recommendations through pilot projects, experiments, or feedback loops. Continuously refine your approach based on real-world results.