Reframing: How to Solve the Right Problems? Thomas Wedell-Wedellsborg

Are you good at solving the right problems? The consequences of not solving the right problems are severe, like when leaders fight the wrong strategic battles or firms launch products that consumers don't care about. Or when companies launch transformation initiatives that fail to engage their people or even make things worse.
The Harvard Business Press author, Thomas Wedell-Wedellborg, argues that companies (including senior leaders) need to get better at reframing problems - a central yet much-overlooked leadership skill. By mastering the art of framing and rethinking the problems we face, leadership teams can get better at making the right calls and avoid wasted effort - both at the top leadership level and beyond.
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The slow elevator case is one of the most famous stories in consulting history. Credit for it is due to Edward de Bono who was not only the first management consultant to pose and solve the elevator problem with mirrors - de Bono actually implemented the solution for a client.

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