Mini-Case 4-1: The Need For A Plan
Andrew Sycamore has spent more than ten years in the human resources department of
a large management consulting company. During his tenure, he was often put in charge
of training new recruits, where he arranged for various company managers to address
the recruits and teach them skills important in the workplace. What Andy had noticed
was the one skill that was often the hardest to teach involved problem identification and
problem solving. Even the best recruits from well-known universities found it hard to
assess a situation to determine what the problem was and how to develop solutions for
it. In his heart, Andy was an entrepreneur and he was dying to quit his corporate job and
be his own boss. He was convinced there was a business opportunity in developing an
interactive, online problem identification and problem solving tool.
Andy’s idea, which he titled “Nested Learning,” involved software that included a
screen where a scenario was presented to the user and the user was asked to first
identify the problem and then develop solutions for it. What was unique about “Nested
Learning” was that the initial scenario was specifically written so as not to be sufficient
enough to generate a problem. In other words, the user (or the trainee) had to ask the
software questions that would be responded with additional facts about the situation.
Andy argued that problem solvers don’t get all the facts handed to them at the very
beginning and that they had to “tease” more out of the situation to identify the problem.
Andy’s idea was to develop a prototype of the software with a small number of generic
scenarios. He then hoped to meet with training managers of different companies and
‘sell” them the idea of using “Nested Learning” as a better training tool. Once a client
agreed to use it, Andy would then work with the client to develop client-specific
scenarios.
How important is a prototype for Andy Sycamore to succeed with his “Nested
Learning?”