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Risoluzione dei problemi è 1+1=3 Impara con Massimedia
Processi di impatto per trasformare le sfide aziendali nei tuoi vantaggi competitivi
Massimedia è Problem Solving
Che cos'è il Problem-Solving?
La maggior parte delle organizzazioni crede giustamente di risolvere problemi. Ciò che esse spesso reagire ai sintomi: un cliente si lamenta, qualcuno sistema il processo; le entrate diminuiscono, una task force produce una presentazione; l'incendio viene spento finché non si riaccende, altrove, per le stesse ragioni sottostanti.
Risoluzione dei problemi, come lo pratichiamo presso Massimedia, è qualcosa di diverso. Esso è un disciplina: un modo strutturato per identificare il problema reale (non quello ovvio, non i sintomi), generare soluzioni che si adattino ai vincoli entro cui si opera ed eseguire le soluzioni giuste in modo che rimangano effettivamente.
Ciò significa iniziare con l'analisi delle cause alla radice, chiedendo “perché” finché non si raggiunge il fondo, senza fermarsi alla prima spiegazione plausibile. Significa scomporre le sfide complesse in componenti di cui diversi team possono farsi carico, impegnarsi e occuparsi. Significa generare idee non tramite brainstorming a ruota libera (che tende a produrre consenso, non intuizioni), ma tramite una sintesi creativa strutturata: ricombinare ciò che già si sa in configurazioni che non si sono ancora provate.
E, in modo cruciale, significa decidere e agire. L'analisi senza esecuzione è solo una costosa procrastinazione.
Cosa NON è il Problem-Solving?
Andiamo dritti al punto su ciò che non conta.
Trascorrere tre mesi ad analizzare dati senza prendere decisioni non è risolvere problemi. Organizzare un workshop di due ore in cui tutti scrivono su post-it e poi nulla cambia, nemmeno quello è risolvere problemi. Assumere una consulenza che consegna un report di 90 pagine che il tuo team di gestione non legge mai? Conosci già la risposta.
La risoluzione dei problemi non è uno strumento per le sole crisi. Se aspetti che le cose si rompano prima di iniziare a cercare le cause profonde, sei già in ritardo. Le organizzazioni migliori utilizzano metodi strutturati di risoluzione dei problemi. continuamente, cogliere i problemi all'emergere, non in emergenza, quando sono economiche da riparare e piene di opportunità nascoste.
Perché la risoluzione dei problemi è importante ora?
C'è stato un tempo in cui esperienza e buon senso erano sufficienti per affrontare la maggior parte delle sfide aziendali. Quel tempo è finito.
I problemi aziendali odierni sono interconnessi in modi che la sola intuizione non può risolvere. Una interruzione della catena di approvvigionamento nel Sud-est asiatico influisce sul team di assistenza clienti a Milano entro 48 ore. Una modifica normativa a Bruxelles ridefinisce la roadmap del prodotto. L'adozione dell'intelligenza artificiale da parte di un concorrente ti costringe a ripensare processi che hanno funzionato per oltre un decennio.
Il numero di variabili, la velocità del cambiamento e la natura interfunzionale della maggior parte dei problemi seri fanno sì che le risposte ad hoc siano costantemente inadeguate. I metodi strutturati di risoluzione dei problemi esistono proprio perché l'alternativa, ovvero improvvisare sotto pressione, fallisce a un ritmo che le organizzazioni non possono più permettersi.
I clienti si aspettano soluzioni immediate. Gli investitori richiedono prestazioni trimestrali. I dipendenti condividono i fallimenti interni sui social media nel giro di poche ore. La tolleranza per le risposte sbagliate è crollata. Non si tratta di perfezionismo: si tratta di avere un metodo invece di affidarsi alla fortuna.
Come Massimedia affronta la risoluzione dei problemi
Il nostro approccio si basa su una convinzione maturata in oltre 30 anni di ricerca e consulenza a livello globale: il problema ovvio è solitamente il problema sbagliato. L'abbiamo visto ripetutamente: le squadre si affrettano a riparare ciò che è visibile e trascurano ciò che è strutturale.
Quindi iniziamo rallentando: diagnostichiamo prima di prescrivere. Facciamo domande che sembrano scomode perché sfidano le supposizioni su cui tutti nella stanza hanno tacitamente concordato di non interrogarsi. È qui che avviene la svolta, non nel brainstorming, ma nel riformulare.
Poi passiamo allo sviluppo di soluzioni strutturate. Il metodo di Massimedia integra lo storytelling strategico e la comunicazione visiva nel processo di risoluzione dei problemi, perché abbiamo imparato che la barriera più grande alla risoluzione di problemi complessi non è la capacità analitica. È che le persone non riescono a vedere ciò che sanno. La conoscenza implicita rimane bloccata all'interno degli individui, mai condivisa, mai messa in discussione, mai combinata con ciò che gli altri vedono.
Creando problemi e soluzioni visibile through visual frameworks, scenario simulations, and hands-on facilitation tools including the LEGO© Serious Play© methodology, we transform abstract discussions into shared, concrete understanding. Teams don’t just talk about the challenge: they see it, build it, and negotiate the solution together.
Prototipiamo. Testiamo. Iteriamo anche se non lo chiamiamo ‘design thinking’ perché attingiamo a una molteplicità di framework per combinarli in nuovi modi: facciamo 1+1=3.
E ci assicuriamo che ciò che costruiamo non risolva il problema solo in teoria, ma sopravviva al contatto con la reale complessità dell'organizzazione. Il risultato non è un'idea brillante su una lavagna, ma una soluzione implementata con un impatto misurabile: riduzione della ricorrenza dei problemi, tempi di risposta più rapidi, opportunità colte e capacità che i tuoi concorrenti non possono replicare perché mancano del metodo per costruirle.
La differenza di Massimedia
Massimedia è guidata dal Dr. Massimiliano Fusari, la cui intera carriera è stata costruita all'incrocio tra comunicazione visiva, storytelling e implementazione strategica sia per la formazione che per la consulenza.
With two PhDs (Visual Anthropology at the University of Venice and Strategic Storytelling at the University of Exeter), an MA from SOAS London, and senior faculty positions at H-FARM College and the University of Westminster, the intellectual rigour is deep. But what sets Massimedia apart is the commitment to turning that thorough research into sensible tools that in realtà lavorare nella realtà, come l'app MIA, e the YESS methodology.
Il risultato è una pratica di problem-solving che attinge allo storytelling strategico e alla comunicazione visiva come strumenti operativi, che non sono esercizi di branding, ma metodi per rendere visibili i problemi invisibili, allineare team diversi attorno a una comprensione condivisa e trasformare le soluzioni in narrazioni su cui l'intera organizzazione possa agire. This approach has been tested across 100+ organisational transformations: from UN agencies and national governments to startups and private enterprises. The consulting doesn’t end with a diagnosis. It ends when the solution is implemented, and the client can measure the difference.
Gamification as Problem Solving
Playing VERY Seriously
Images is the tool through which we visualise, narrate, and review the transformations we crave for. It is not coincidental that ‘Imagination’ develops from the same root of ‘Image.’ Indeed, Imagination is THE transformative tool for each and every human being. Imagination is a key problem-solving toolkit, and it transcends religious, cultural, or philosophical belongings. We become actors of change when we begin imagining something better, or simply different. Without the imagining of something, we have no direction to thrive to, nor a desire to accomplish. Imagining is the toolkit through which we visualise change, to then craft it.
The LSP method is a most effective way to visualize business and social transformation, to strategize, organise and foster change. LSP stands for LEGO© SERIOUS PLAY©, and it has been growing for over 25 years as a problem-solving gamification toolkit, mostly in the business and management fields. By visualising ideas as 3D models of bricks, the team’s expertise develops aligned solutions.
LSP streamlines an integrated approach of creative visualising with hands-on crafting into an agile, output-driven, and impactful consulting and training toolkit. LSP is a consulting and training gamification toolkit with a proven track record in effective change management, and impactful creative problem-solving, for real-time solutions based on a thinking-outside-the-box approach, and a collaborative methodology. All training and consulting activities are fully tailored upon clients’ requests and needs.
Problem Solving is Diagnosis | FAQ
Do you suspect that “problem-solving consulting” is what consultancies sell when they have nothing better to offer? Do you believe the frameworks you already deploy, such as Lean, Six Sigma, DMAIC, design thinking, or the methodology your last transformation programme imposed, already cover this ground? If you are a sceptic about whether structured problem-solving is anything more than rebranded common sense, these FAQs are precisely for you!
Each answer is grounded in over thirty years of academic research and daily operational practice through the Massimedia YESS methodology (Your Enterprise Strategic Storytelling): its 1+1=3 axiom, its nine Pillars, its operative grammar of Montage, and the documented engagements across UN agencies, national governments, and industrial enterprises that demonstrate the strategic consequences of getting problem definition right versus the catastrophic ones of getting it wrong.
Because operational frameworks are world-class at one thing and structurally blind to another. Lean and Six Sigma diagnose variability in known systems with rigour the YESS methodology gladly defers to. What they do not detect is the interpretive root cause: for instance, DMAIC begins with “Define” and presupposes the definition is correct, making the framing invisible to those inside it.
The IBM 1993 case featured in the Massimedia’s research documentation is exactly this failure mode in operational dress. Every analyst, every consultant, the Board itself agreed the integrated model had to be broken apart. The diagnosis was operationally rigorous and interpretively wrong. Lou Gerstner reframed before he restructured: the problem was not the integrated model, it was that IBM had stopped solving customer problems. This is the reason why the Pillar 1 (Question) is precisely engineered to establish the operative foundation of the YESS methodology.
Because the most expensive problems are technical and interpretive simultaneously, and the interpretive layer is the one most enterprises do not audit. Kodak invented the digital camera in 1975 and held the foundational patents. Their failure was not technical: they had the engineering. It was a narrative failure to question the frame “we are a film company,” when the operational reality was that they had become an image-sharing company in a market they had not yet named.
Nokia held a comparable engineering advantage in 2007 and a comparable narrative blind spot. The interpretive frame “we are a hardware company” outlived the market in which that frame produced winning decisions. YESS treats these as primary problem-solving failures, not communication afterthoughts. Pillars 1 (Question), 2 (Vision), 3 (Culture), and 8 (Product) are designed to surface the interpretive frame the leadership has stopped seeing, before it costs what Kodak’s frame cost: bankruptcy, in 2012, of a 130-year-old enterprise.
Strategy consultancies deliver a diagnosis and a recommendation. The 70% transformation failure rate that McKinsey itself documents is not a failure of diagnosis, it is a failure of adoption: the structural gap between strategy delivered and strategy lived. McKinsey’s own research locates the gap in the absence of a change narrative the organisation can act on.
Massimedia is built specifically for that gap. The deliverable is not a slide deck but the narrative architecture, the visual frameworks, the facilitation infrastructure that converts strategy into adopted behaviour. The complementarity is structural, not competitive: strategy consultancies are excellent at the diagnosis, Massimedia is excellent at making the diagnosis stick. The IBM/Gerstner case in the Massimedia’s research is the canonical illustration. The diagnosis was simple. Restructuring 400,000 people to live it was where the value lived, and that is the unglamorous, narrative-driven implementation work that the YESS methodology is engineered to support.
They are measurable, on metrics any board already tracks. Five are typically diagnostic. Problem-recurrence rate, the frequency with which the same issue resurfaces under different labels, the clearest signal that root cause was missed. Time-to-detection, how long an issue takes to be named correctly inside the organisation. Time-to-resolution, from accurate naming to implemented fix. Cross-functional engagement, the number of functions actively contributing to the resolution rather than receiving its output. Decision velocity, the time elapsed between problem surfacing and authorised decision.
Each translates into financial outcomes the CFO already monitors: reduced operational waste, lower crisis-response cost, captured opportunities the unframed enterprise leaves unclaimed. The Massimedia diagnostic phase quantifies precisely the gap between the current performance on these metrics and the achievable benchmark. The unmeasured cost is the unmanaged one. Once visible, the return on closing the gap is the cheapest decision the boardroom will make this year.
They will, because the room is calibrated for them, and because the academic provenance of the method is more serious than the bricks suggest. LEGO© Serious Play© was developed between 1996 and 2001 at IMD Lausanne by Professors Johan Roos and Bart Victor, sponsored by then-LEGO CEO Kjeld Kirk Kristiansen, and codified into a method by key practitioners. The Imagination Lab Foundation in Switzerland produced 74 research papers between 2001 and 2006.
The enterprise client list is not a children’s catalogue: Daimler Chrysler, Roche, SABMiller, Nokia, Orange. Peer-reviewed publication continues. The infantilising objection is a status concern, not a methodological one. The method works because hand-and-eye engagement surfaces implicit knowledge that verbal facilitation does not retrieve. Massimedia deploys it for the same reason IMD did: it produces strategic insight faster, and with more shared ownership, than any whiteboard equivalent.
Resistance is data, not obstacle, and the methodology is engineered to surface it constructively rather than suppress it. Amy Edmondson’s research at Harvard Business School, codified in her work on psychological safety and team learning, demonstrates that teams that surface resistance and dissent outperform teams that achieve premature consensus on every measurable outcome. The 70% transformation failure rate that McKinsey documents is in significant part the cost of unsurfaced resistance compounding into quiet sabotage of the implementation phase.
Visual frameworks and LEGO© Serious Play© sessions surface implicit knowledge and unspoken concerns in a low-defensiveness format. Hand-and-eye facilitation converts “resistance” into a built artefact the room can examine together: the team engages the problem, not the person owning the problem. Teams that have been through a YESS intervention typically report not just acceptance but ownership, because the methodology made their existing instincts legible and gave them a shared vocabulary for what they already knew, but had not yet authorised themselves to say.
It is rigorous because the narrative layer is exactly where the hardest evidence locates failure. McKinsey’s own Transformation Practice publishes the figure: roughly 70% of large-scale corporate transformations fail. When McKinsey diagnoses why, the leading attributions are not analytical: insufficient aspiration, lack of organisational conviction, and, in their precise wording, the absence of a “change narrative that convinces people they need to make the transformation happen:” and this is undoubtedly about storytelling!
This is not Massimedia’s argument; it is McKinsey’s diagnosis of why their own clients’ transformations fail. Daniel Kahneman’s Thinking, Fast and Slow (2011) provides the cognitive substrate: framing effects materially change decisions even when the underlying data is identical. Storytelling, in YESS, is not embellishment of the diagnosis, but the cognitive infrastructure that makes the diagnosis adopted rather than archived. Soft skills do not cause 70% failure rates. Ungoverned narrative does.
No, and the difference is structural. Design thinking is an excellent toolkit that YESS draws from, alongside Eisenstein and Kuleshov’s montage theory, visual anthropology, scenario planning, and narrative cognition. And a few more… But design thinking begins with user research, which presupposes the problem is correctly framed and the user correctly identified. In the most expensive enterprise problems, neither presupposition holds.
YESS treats problem framing as the discipline itself, not its precondition. The 1+1=3 axiom is not a metaphor: it is the operational principle that recombining methods produces a third capability neither contained alone. Design thinking applied to the wrong problem definition produces beautifully prototyped solutions to questions that should not have been asked. The diagnostic phase of YESS, anchored in Pillar 1 (Question), is built precisely to ensure that what gets prototyped is worth prototyping in the first place.
Faster than the alternative, because the alternative is mis-diagnosis. The expensive months in any transformation are not the months of execution, but the months spent solving the wrong problem with operational rigour. The Massimedia website is explicit on this point: the discipline is to catch issues at emergence, not in emergency, when they are cheap to fix and full of hidden opportunities. A correctly framed diagnostic produces convergent decisions in weeks, not the multi-quarter consensus rituals an unframed problem typically requires.
The Massimedia diagnostic phase is calibrated to compress this. A 30-minute discovery session identifies at least one specific gap that is already costing the enterprise. A focused diagnostic intervention compresses to weeks what improvised problem-solving stretches to quarters. Speed is a function of method, not effort. Improvisation under pressure is what is slow, and McKinsey’s 70% failure figure is the cumulative bill for it.
Because the Gerstner inversion is the rule, not the exception. Gerstner’s lack of industry experience at IBM was the asset, not the liability: he had no preconceived solutions in search of a problem. The same logic applies to method. The most operationally consequential consulting practices are typically the ones with the deepest research base, because rigorous theory is what produces toolkits that survive contact with reality.
Dr. Massimiliano Fusari holds two PhDs (Visual Anthropology, University of Venice, 2011; Strategic Storytelling, University of Exeter, 2014), an MA from SOAS London, and senior faculty positions at H-FARM College Venice and the University of Westminster. The 100+ organisational transformations Massimedia supported, across UN agencies, national governments, the Council of Europe, the Italian Ministry of Foreign Affairs, accelerator programmes, and industrial enterprises across the Veneto, are the practical test of the methodology. Theory that does not survive that test does not get re-contracted by clients of that calibre. This one does.
Ready to Solve the Right Problem?
Your organisation faces hard problems. The question is whether you’re solving the right ones, with the right methods, before they become the wrong crises.
Massimedia offers a complimentary 30-minute discovery session. No slides. No sales pitch. A focused conversation about the challenge you are facing, and whether the YESS methodology is the right starting point to close it. The cost of the conversation is thirty minutes. The cost of an unframed problem continues to compound, as variance, as recurrence, as the slow erosion of decision velocity, until this conversation happens.