- If you are dealing with a inventory rationalization problem, you should segment the products that you would like to attack using a segmentation like this:
In this case, you shall define different solution strategy for every segment of this problem. You solution will be different for "Non-Productive Stock" to the "Excesive Coverage".
- If you are priotizing initiatives that you want to implement, you can use a matrix with two main variables (complexity and benefits) to help you clasify them and establish a different strategy for each quadrant, as shown:
There are innumerable methodologies to this "divide and conquer" approach. Some of them are well known, others not so much:
- The Boston Matrix (for deciding in which business units to invest)
- The Ansoff Matrix (to understand the risk of different options)
- The Kepner-Tregoe Matrix (a decision making aide based in the classification and prioritization of information)
... and so forth.
You can take a look to different segmentations tools in "The Decision Book": http://www.amazon.com/The-Decision-Book-Strategic-Thinking/dp/0393079619/ref=sr_1_1?ie=UTF8&qid=1376097474&sr=8-1&keywords=The+Decision+Book
However, you can create your own "matrix", "segmentation" or even "hiper-cube" to solve your complex problem. I would recommend the following steps to create them:
- Frame the problem. To achieve this, formulate a powerful and specific question that you want to solve. Work hard in defining the right question.
- Select the criteria of segmentation. Be careful in defining them. The criteria should be "orthogonal", it means, a criteria can not dependent one from the another.
- Map your problem. Locate the different options in your matrix. Analize and classify them. Do the analytics to locate them.
- Define a differentiated strategy for the solution of each quadrant (or cube).
Using this approach, you will find that the problem can be separated in pieces, and you will feel confident in defining a better solution for each case.
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