PART V: Developing Alternatives

Once the team understands the problem and has developed meaningful insights, the next question isis: what could the organisation ~~could~~ actually do? This is where many case solutions become weaker. Teams often jump from analysis directly to a favourite idea. They find something interesting, decide they like it, and then spend the rest of the case trying to prove that it is the right answer. Strong case solving works differently. A recommendation becomes more credible when the team can demonstrate that it considered credible alternatives, established appropriate criteria for comparison, and selected the option that best fits the organisation's situation.

Part V focuses on two critical skills:

Developing meaningful alternatives
Creating decision criteria that allow those alternatives to be compared

The objective is not to create more ideas. It is to create better choices.