When solving problems, first choose the correct scope

Finding the right answer to a problem starts with choosing the most strategic scope for your focus.

Adopt too broad a scope and you’ll be focused on the irrelevant. With too narrow a scope, you’ll miss your best opportunities for solving your problem.

Here are some examples that convey this vitally important strategy best practice:

1. Finfrock Industries, a commercial construction structural-products subcontractor, gave contractors the best insights for how to build faster, cheaper and with less schedule and cost risk. But general contractors never paid Finfrock’s consultative sales force for their powerful ideas, forcing Finfrock to compete on price against other subcontractors. In frustration, the leadership team stopped asking "How do we improve our business with general contractors?" Instead, they asked, "Who would most benefit and would gladly pay us for our expertise?" The broader question led Finfrock to redefine its business around selling complete buildings to owners, all on a negotiated-price basis.

2. Dave told the newly appointed VP/general manager, "There’s no way I’ll make my inventory reduction numbers unless I jack up lead times." Dave’s former boss, concerned about rising inventory costs, made inventory cost reduction Dave’s top priority in the upcoming year. But marketing managers had no interest in doing what Dave needed them to do — obsolete low-volume products — as doing so didn’t impact marketing’s bonus factors. Dave should have asked his old boss to create a companywide inventory reduction goal.

3. Madison’s Transit and Parking Commission is always raising bus fares to achieve its goal of a balanced budget. The shortfalls result from commuters choosing to drive rather than use public transit. A broader question: "How do we balance the budget while increasing use of public transit?" is the right question. We’d raise daylong parking fees for commuters and keep bus fees the same, as Jim Blair recommended in a Wisconsin State Journal letter to the editor.

4. Community, arts and Overture Center leaders have been meeting to address "How do we best structure, program, and fund Overture going forward to maintain this cultural gem?" Is this question too narrow in its scope? A more promising question might be "How do we (county government, city government and UW-Madison) dramatically increase utilization of all our performance stages?" Might this broader scope reveal strategies that reduce UW’s future building costs, increase utilization of Overture and bring more conventions and visitors to Madison?

What’s the common pattern here? In solving problems, regularly look beyond that which is under your direct control.

Find groups beyond your boundary whose actions influence or could influence your success. Then, define your problem, solution or goal so that it incorporates the broader dimension.

A successful strategic thinker unearths previously invisible insights and answers. Adopt a broader lens and you’ll often discover better solutions.