Teams jump to solutions. “We need to generate more leads.” Three months and €80,000 later it turns out the problem was converting proposals into deals. Wrong problem solved.

Charles Conn and Robert McLean (ex-McKinsey, 30 years of consulting) developed a framework that forces you to slow down. Seven steps.

1. Define the problem. Specific and measurable. Not “how do we grow?” but “how do we increase revenue by 10% in Q3?” If an outsider doesn’t understand what you’re solving, the definition isn’t sharp enough.

2. Break it down. Cut the problem into sub-problems. Reach? Conversion? Qualification? Channels? Separate pieces are easier to tackle than the whole puzzle.

3. Prioritise. Not everything is equally important. Which sub-problem has the most impact and can you influence most? Start there. Pareto: 80% of the result comes from 20% of the effort.

4. Make a work plan. Who does what, when, with what output? Without a plan, every good intention gets lost in the daily grind.

5. Analyse. Start rough. Rules of thumb give quick direction. Go deeper only where the quick answers don’t convince. Work with interim summaries: situation, observation, conclusion.

6. Synthesise. Put the puzzle pieces together. Not a list of findings, but a coherent story that leads to recommendations.

7. Communicate. One central thought, back to the problem statement. A brilliant solution nobody understands won’t be executed.

The framework is iterative. After step 5 you often discover that your problem definition needs sharpening. That’s not failure — that’s the system working.

The power is in steps 1 to 3. Most teams start at 5.