The constraint question is what I was missing. Once I knew which objective could move, the case got much cleaner.
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I had a case where the client wanted to grow revenue quickly but also protect margins. My structure felt messy because actions that helped one objective could hurt the other. How should I handle cases with conflicting objectives?
The constraint question is what I was missing. Once I knew which objective could move, the case got much cleaner.
Sometimes I finish explaining my structure and immediately notice I missed something important. No new information has come in yet. Is it better to stick with what I said or openly revise it?
I struggle with picking my approach to the case. How do I get better at choosing the right approach?
Mayank G.CoachStart with the objective and the decision the client needs to make, then choose an approach that directly helps answer that question.
I struggle with structuring unfamiliar cases. How should I approach cases when I have not seen that type of problem before?
Mayank G.CoachWhen a case feels unfamiliar, build the structure from the objective and the business logic in the prompt instead of searching your memory for a matching framework.