Ask the Right Question
We believe it is our responsibility to thoroughly understand the problem we are trying to solve. We wonder, after countless efforts and billions of dollars in spending, why the statistics below have remained relatively consistent over the course of many years or even decades?
We ask ourselves what is missing, what is the precise intervention within or outside of the service flow required to change these outcomes? We have learned that if we are caught in a problem that seems unsolvable we should ask what else could be the core of the problem? What don’t we know? Where does the service system break down? What don’t we understand?
Let’s say you are tasked to design a racing car to win at the 24-hour Le Mans race, what would you aim for? The obvious reaction would be: “I want to build the fastest car possible”. We are taught that the best way to beat another car is to have the fastest one. Ironically enough, Audi’s chief engineer took a different approach when developing their new car for the 24-hour Le Mans race. “How can we win Le Mans if our car is not the fastest?” — he challenged the team. By reframing the problem, the design team came-up with a simple yet powerful solution: a fuel-efficient car. Fewer pit stops not only offset not being the fastest car but also helped Audi win four years in a row.