Since 2012 we’ve helped people use the Think Wrong Problem-Solving System to imagine what’s next for their organizations, communities, industries, and countries. The question we hear most often after a Think Wrong collaboration?

“What’s next?”


Solve Next is the answer.

Solve Next radically improves your odds of successful innovation, change, and growth by helping you make smarter decisions and investment—faster.

Solve Next helps you build a team of people who can deliver impact and value by managing a portfolio of solutions through a unified process of innovation.

Solve Next is a rigorous discovery-driven process, that increases certainty by transforming assumptions to knowledge, focusing on learning through experimentation, and pursuing paths with the highest option value.

Solve Next is the combination of the most practical and powerful language, frameworks, tools, and techniques we’ve discovered into a single unified process for innovation.

Solve Next avoids the abstraction of innovation theory in favor of simple, proven, innovation practices and procedures.

Use Solve Next to:

  • Find the “Why” for your next.

  • Develop a straightforward strategy for next.

  • Discover the biggest challenges and opportunities your strategy presents.

  • Generate a robust portfolio of hypthoses for the “What” of your next.

  • Turn assumptions about your next into knowledge about what works—and why.

  • Unleash your decision-making-super-powers through critical questions, meaningful metrics, and straightforward criteria that radically reduce the uncertainty and manage the risk of your next.

  • Manage the “How” of your next—orchestrating an innovation pipeline, moving your next from hypothesis to the dominant solutions, and assembling the right team for each stage of development and operation of your next.

 Successful transitions from one Innovation Hot Zone to the next depend on having confidence in the decisions that must be made at each Innovation Stage.

Successful transitions from one Innovation Hot Zone to the next depend on having confidence in the decisions that must be made at each Innovation Stage.

Manage next.

In a relay race passing the baton is the riskiest moment—runners are moving at different speeds, collisions and lane departures happen, and there can be a loss of momentum and catastrophic baton drops. Success requires timing, coordination, and practice.

It’s the same with your innovation, change and growth initiatives. Your most vulnerable moments are when you move from one stage to another. Solve Next helps align the right people and the right actions at the moments when it matters most.


Solve Next Key Performance Indicators

Solve Next helps you quantify and track your progress from what is to what’s next using a novel set of KPIs built on the presumptions, assumptions, and knowledge you have about your solutions:

  • P:A:K Mass—measures the size and importance of the work you have done and still have to do.

  • P:A:K Ratio—understand the degree of uncertainty.

  • Assumption to Knowledge Tracking—account for progress and momentum of discovery.

Solve Next Key Decision Making Criteria

Solve Next manages the risk of innovation by producing quantitative data to support key decision making criteria, and answering the question “How do I know?”:

  1. Is there evidence that makes us more certain of the answers to the three critical innovation questions?

    — Is it wanted?
    — Is it doable?
    — Is it worth it?

  2. Is there acceptable affordable loss and understanding of the worse case scenario?

  3. Is there real option value in solutions and are they adaptable to learning?

  4. Is there alignment with organizational strategy?

  5. Is there fit within the innovation portfolio?


Solve Next Master Classes

Imagining, building, and operating what’s next is a team sport. No one role is more important than the other. Learning a common language, frameworks, tools, and techniques makes it possible to achieve together things that none of us can accomplish alone.

 Abby Jacobs, May 2017

Abby Jacobs, May 2017

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