CONSIDER THE FOLLOWING CAREFULLY: "What about the organizational design?" I good solution will first figure out what is causing the problem, and then address how to avoid the problem. A lot of solutions identify a bad decision, and then simply suggested reversing it or doing the opposite. These types of solutions neglected to address the issue of why the bad decision was made, and how to make sure the same mistakes wouldn't be made in the future. "Don't define the problem as the lack of your proposed solution." Be careful to look at how the solution defines the problem. For example, if the problem is "the lack of centralized purchasing," then one is locked into a solution of "centralized purchasing." Instead, the problem might be defined as "high acquisition cost" and then examine "centralized purchasing" us. "decentralized purchasing" (or some other alternative) as two solutions to the problem. "What is the trade-off?" Every solution has costs as well as benefits. If a solution lists only the benefits, it makes the analysis seem like an ex-post rationalization of a foregone decision, rather than a careful weighing of the benefits and costs. A good solution should spend some time thinking through the tradeoffs. If it does not do so, then your critique should address this issue. . Avoid mistaking the symptoms for the problem! - the is a very common mistake made in proposed problem solutions