Problem Structuring - Case Example


Our client is an international organisation providing services in the automotive industry, exclusively to the business sector and potentially government institutions. They grew considerably over time, implying significant changes in the structure of the organisation.


During work we carried out for our client we regularly noticed that staff mentioned a family of issues that apparently did not get resolved. We listened carefully to their comments and suggested to management that something needed to be done and probably rather quickly. If not, it would jeopardise


ATC’s value

We booked a single day, invited the heads of departments involved in these issues, including the general manager. He opened a discussion on how to resolve these issues. It became rather clear after an hour that the group was not moving forward. They had tried to do this before, albeit on a more fragmented scale.

Based on the knowledge we had, we explained the structuring tool to them and immediately applied it to their situation based on the information we had at that moment. As we deployed, the different department heads provided additional information, initially to correct us, but subsequently with the intention to help us.

At the end of the day the issues were fully structured and the priorities were set. Once the problem was structured properly, the decisions to be taken were very clear. By the end of the day, decisions were taken naturally and implemented soon after. We never heard of this problem again.

200 OK


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