[MUSIC] What we're saying is that the major jobs is to solve unstructured problems and then answer to problems is the kind of problems that you don't have. And now we're going to find neither the problem nor the solution for the problem. In order to do that, IESE Business School has developed in the last 50 years. Would we call IESE's Six Step Process. It's nothing as spectacular, but it's a methodology that it's going to help you face different kind of problems. And it's the kind of technology that we would like you to use in looking at the GasGas KTM case. And of course as it says, it has six steps. What's the first step? The first step is to find the problem. Seems easy, but it's like knowing which questions you have to ask and that's one of the most difficult to learn in life. Because when you start, when you go to work in the morning, the basic thing that you see is that you start getting a lot of data. You read the press, and you see that the stocks are down or the stocks are up. You read and you realize that some political turmoil has happened or that the European Union is not doing that right thing. Or that I don't know, China's growths has stopped or has increased, or a myriad of things that do have something to do with you. They may call you and say, sales in Finland are down or they may call you and say, sales in South Africa are up, or they may call you that we don't have stocks. There is a lot of stuff that goes in and around you, that you have to select wich one of them is relevant for you or not. And in order to do that, you have to have a certain reference model that tells you which part of this day stays relevant for you to evaluate. Some of this data raise kind of a small flag in your mind. This data become kind of a symptom that there is a problem in there. And then you're mind starts working in a kind of funny [INAUDIBLE] process. Which is if these symptoms happens we might have this problem. But if this was the real problem that you have, we should find these other symptoms around. And then you start looking for those other symptoms. If you find those symptoms you end saying yes, we have the right problem identified at the first step. But if you don't find those symptoms that you were looking for, you are going to make another hypothesis that the problem was not the first one that you thought of, that you have a second one. So discovering the problem is not easy, you have to develop through training a significant amount of practice. A certain of wisdom in you mind so that you can do that interactive process in a faster way. There is the second step, which is as important as the first step which is finding the right criteria. You know when you speak about certain person and you say the person has criteria, it's one of the best things that you can say about anyone. It's one of the things that could stack person above other people, because it implies that when you ask questions to that person, he has some kind of question that makes the answer more interesting. I didn't say he or she have an answer. Say they have a question that makes the answer that they are giving you more interesting. They don't have to have the solutions, they have to have the right questions to ask to shape the problem. There is this thinking in the Western world, which is Christmas and we usually give presents in Christmas to the kids. In different countries, you see the Three Wise Men, Santa Claus or Nicholas, or whoever that comes to the houses at a certain night within Christmas. Different places and different nights it's Christmas night or January 6th and they give presents to the kids. Which criteria do you use to give presents to the kids? Are you going to give them Play Station one, two, three, four, five, six, seven or are you going to give them a bicycle? They're different alternatives and they fulfill different needs, and whatever you choose is going to tell you which criteria you are using to select a toy. I don't have anything against bicycles nor Play Stations. But it's clearly that solving different kind of problems for the kid, it's clear that the kind of activities you're going to motivate the kid to do with one thing. You have different from that kind of activities you are going to motivate the kid to do with a different thing. In a way, what I'm saying is that there is no problem, there is no complete problem definition. Unless you have defined the criteria that you're going to use to solve the problem. What is a criteria? The criteria is the kind of limitations, the kind of constraints, the kind of objectives that you have that you would like to achieve to have the problem solved. And all those constraints that kind of limit the problem, the solution that you want to have, that you may have for the problem. For example, you want to gift a present to your wife. Is money a criteria? Money is always a criteria unless not a business group. But certainly a constrain, for some people it's going to be a huge constrain, for some other people it's going to be a very small constrain. Is happiness a criteria? Which amount of happiness are you going to achieve with that present Is it that something you want to use also. We could make the same question for the husband. Even if I more to make presents to my wife in a sense, but what I'm saying is be careful. You have to know which kind of criteria you're going to have to use, you want to use to solve the problem. And there are mainly three kind of criteria that you have to use. [MUSIC]
