Licensed books on medicine
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Step I: find “who and what”
Since all the companies reported that they are engaged in publishing, it made sense to see what they were publishing. We saw that, in aggregate, seven companies published information on four main topics: finance, training, law and legislation, and science and health.
Finance Education Law Science and Health
What did companies publish? Information on the four main topics
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Step I: find “who and what”
- Step 3: find "where"
At our disposal were interesting data that deserve to be studied. However, the fact that any of the players prevails in a particular industry was not of particular interest. Much more we wanted to see where business lines intersect, where companies act alone, and where the “brand equity” is in the structure of their revenues. And for this we needed to draw them all.
- Step 5: find “how”
So, we realized where Thomson should be (in the upper open quadrant) and when (in two years). Accordingly, we still had the only question for discussion: How can Thomson raise his pyramid? Looking at the chart, we saw a clear way. Let me show this graph in the form in which we showed it to Dick Harrington (the then director of Thomson), since his
- Step 4: find the answer to “when”
The scheme we created showed only one point in time - 2001, the year of the survey. We had a kind of snapshot that said: “This is how the industry of professional information providers looks like today.” But remember that the main purpose of this exercise was to prepare Thomson for the withdrawal of shares on the New York Stock Exchange in 2003, that is, through
- Is it normal that I constantly compare friends with my father and try to find in them what I liked in my father?
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- Part I: Who and What
Let's start with the “who and what” part. In our built-in vision system, the “who and what” path is responsible for separating people and objects from each other, which we see, comparing them with known objects from our mental database, recognizing, identifying and classifying. ↑ Our “who and what” way allows us to see birds, a plane, people at the table, a girl with a dog — that is, everything
- Picture 1: “who and what” - portrait
Problems of the “who and what” type are connected with objects in the world around us, with everything that we find and process by means of the way to see “who and what”. These are people, things, articulated ideas, cars, etc. Here are just a few examples of who-and-what-like problems: I work in the marketing department. We think that we were able to identify the best market segment for our new service, but we are not completely sure of this.
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- Analytical Paralysis: Step II
Upon returning to the room, we headed back to the whiteboards with the following question: If there was only one step in the process that we could change with the improved spreadsheet, then what could it be? After a heated discussion, we agreed that if we could give the presidents a more flexible way of selecting and presenting data during the meeting with CF0, this would provide
- Analytical Paralysis: Step I
Just as in the case of the first napkin and the first day of work, we started with a circle and gave it a name. And, as in the case of the second napkin (on the second day), we created a circle called “who”. Since each employee ultimately responds to the CFO (CF0), analysts considered him the most important “who”, so we called our first round “CF0”. Then we drew
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- Step 2: Answer the question “how much”
After we identified the players and understood what they were doing, they returned to the documents to find quantitative data about each - something that allows changing “how much”. After examining the masses of data, we decided that the first question “how much” that we intend to study will be related to the size of each company in terms of the value of annual income. Here are the results of seven companies with
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- Analytical Paralysis: Step III
At the end of the first day of work with the whiteboards, we went home, thinking about possible options for interface design. The next day we erased the drawing created the day before (after photographing each element in detail) *, and then sketched out ideas on what the spreadsheet might look like, based on the team’s collective opinion on where the technology could be through