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And then you start looking for those other symptoms.If you find those symptoms you end saying yes, we have the right problem identified at the first step.A certain of wisdom in you mind so that you can do that interactive process in a faster way.
Objectives: To give learners a relevant and effective tool to make managerial decisions.[MUSIC] What we're saying is that the major jobs is to solve unstructured problems and then answer to problems is the kind of problems that you don't have.
And now we're going to find neither the problem nor the solution for the problem. Seems easy, but it's like knowing which questions you have to ask and that's one of the most difficult to learn in life.
Which criteria do you use to give presents to the kids?
Are you going to give them Play Station one, two, three, four, five, six, seven or are you going to give them a bicycle?
Which is if these symptoms happens we might have this problem.
But if this was the real problem that you have, we should find these other symptoms around.This data become kind of a symptom that there is a problem in there.And then you're mind starts working in a kind of funny [INAUDIBLE] process.By the end of the course, you will understand how to weave together considerations from accounting, finance, marketing and organizational behavior in order to arrive at a sound decision that will positively impact the firm’s future. Before you start today's videos, please have a look at the syllabus.In this first session, I’ll introduce you to IESE’s six-step Analysis of Business Problems (ABP) methodology.And in order to do that, you have to have a certain reference model that tells you which part of this day stays relevant for you to evaluate.Some of this data raise kind of a small flag in your mind.In order to do that, IESE Business School has developed in the last 50 years. It's nothing as spectacular, but it's a methodology that it's going to help you face different kind of problems. Because when you start, when you go to work in the morning, the basic thing that you see is that you start getting a lot of data.And it's the kind of technology that we would like you to use in looking at the Gas Gas KTM case. You read the press, and you see that the stocks are down or the stocks are up.But if you don't find those symptoms that you were looking for, you are going to make another hypothesis that the problem was not the first one that you thought of, that you have a second one.So discovering the problem is not easy, you have to develop through training a significant amount of practice.