following the 7 steps bulletproof problem-solving structure:

Group Presentation

Each group shall be randomly divided into groups of approximately three (03) to four (04) students to work on a problem-solving case study to apply and practice the bulletproof problem-solving methodology steps as they are taught and receive regular feedback from workshop tutors. Suggested case studies are as follows,

1. Pepsi Cola and plastic wastes

2. Shein and environmental sustainability

3. Apple and competition issues

4. X.com and data privacy

Groups will present their projects via PPT slides following the 7 steps bulletproof problem-solving structure:

Slide 1: Title slide

Provide a project title.

List group members against the sections they led on.

Slides 2 & 3: Definition of the problem

Client: A brief summary and history of your client, including decision-maker who has commissioned this project.

Problem: A short description of the situation that prevails for your client at the outset of problem solving (i.e., the state of affairs that are problematic).

Provide clear evidence of the business problem, ideally quantifying the problem and illustrating it graphically.

Cause: A set of observations or complications around the situation that creates the tension or dynamic that captures the problem (i.e., what changed or what went wrong that created the problem).

Problem definition statement: In the form of an objective (e.g., To reduce Coca-Colas plastic waste by 50% by 2026), define a specific, measurable and actionable problem.

Slide 4: Problem structure and components logic tree

Produce an initial logic tree (i.e., factor/lever/component) that breaks the problem into component parts or issues (e.g., causes of the problem) to illustrate and define the basic structure of the problem.

This log tree should have at least two branches and two layers, e.g. four problem components.

Slide 5: Solution drivers and hypothesised solutions logic tree

Produce a more complete logic tree (i.e., deductive logic, hypothesis or hybrid of the two) of:

solution drivers, which help us to see potential pathways to solve the problem,

concluding with your hypothesised solutions as the leaves of your logic tree.

This log tree should have at least two branches and three layers, e.g. four to eight potential solutions (i.e., one or two potential solutions per problem component.

Slide 6: Prioritisation matrix

Draw a 2×2 prioritisation matrix with:

Ability to influence (i.e., controllability) on your horizontal axis.

Potential scale of impact (i.e., importance) on your vertical axis.

Place ALL of your hypothesised solutions on to the prioritisation matrix.

Make notes justifying the placement of each hypothesised solution, but do not put commentary on your slide.

Slide 7: Workplan

Produce a workplan table.

Each prioritised hypothesised solution should be represented by a single row in your workplan table.

Your workplan should include the following columns:

Prioritised leaf the prioritised hypothesised solution you are taking forward.

Research question the question you are asking that either tests or informs the implementation of the prioritised lead (i.e., provides a detailed roadmap of how your client can execute the prioritised leaf).

Hypothesis your best guess answer to the research question ahead of the analysis.

Analysis technique how you will analyse your data to answer your research question, e.g. root-cause analysis.

Data sources where from and how you will access your data, e.g., database.

Slide 8: Analysis

Select one of your prioritised leaves and research questions from your workplan that is most straightforward to answer.

Access the proposed data and undertake the proposed analysis technique.

Present your findings.

Identify the insight.

Slide 9: One-day answer

Conclude with a one-day answer to convey what understandings are emerging, what unknowns still stand between you and the problem resolution and your best guess at a resolution, covering the following:

Situation: A short description of the situation that prevails at the outset of problem solving. The state of affairs that sets up the problem.

Observation or complication: A set of observations or complications around the situation that creates the tension or dynamic that captures the problem. What changed or what went wrong that created the problem.

Implication or resolution: The best idea of the implication or resolution of the problem that you have right now. At the beginning this will be rough and speculative. Later it will be a more and more refined idea that answers the question What should we do?