Consulting-The-pyramid-principlepdf (产1 0-冲♀← ι电:jGS 川习 I I D THE MINTO PYRAMID L). The Pyramid Principle Betters Your. Communication Test Your Structure Against The Pyramid. Rules. 1. Barbara Minto, The Minto Pyramid Principle, The Pyramid Principle is Barbara Minto's powerful and compelling process for producing everyday business documents. All rights are reserved to Minto Books.
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The Minto Pyramid Principle Online available at: caite.info staff/gatter/work/caite.info Barbara Minto Pearson Education Limited Edinburgh Gate Harlow, Essex CM20 2JE Tel: +44 (0) Fax: +44 (0) A once-hot and now unappreciated classic, one of the best how-to writing guides for technical and persuasive works in any language. Minto wove together the.
The McKinsey Way Hardcover. The first way is generally easier than the second, and so should be tried firs t. Yes 4. In sum l1ary, the introduction tells the reader, in story form, what he already knows or could reasonably be expected to know about the subject you are discussing, and thus reminds him of the question he has to which he can expect the document to give him an answer. Not all possibilities are likely to prove equally important in solving the problem.
The final appendix presents a complete outline of the points made in the book, highlighting the major concepts and thinking techniques for easy recall.
Applying the Minto Pyramid Principle still requires considerable discipline. Never- theless, by deliberately forcing yourse! The purpose of this rnernorandurn is to pull together sorne ideas for further reflection and discussion in such questions as: Cornposition of the Board and its optirnurn size 2.
A conception of the broad roles of the Board and the Executive Cornrnittee, the specific responsibilities of each, and the relationship of one to the other 3. Making the outside Board rnernber an effective participant 4. Sorne principlcs dealing with the selection of Board rnernbers and their tenure 5. Alternate ways for the cornpany to get frorn where it is to where it wants to be in Board and Executive Cornrnittee operations.
Note how much more easily you comprehend the memorandum's purpose and message when it is forced to fit the narrative mold: Consequently, it rnust consider the changes needed to perrnit itself to do so. Specifically, we believe it should: In sum l1ary, the introduction tells the reader, in story form, what he already knows or could reasonably be expected to know about the subject you are discussing, and thus reminds him of the question he has to which he can expect the document to give him an answer.
The story sets forth the Situation within which a Complication developed that triggered the Question to which your document will now give the Answer.
Once you state the Answer the point at the top of your pyramid , it will raise a new question in the reader's mind that you will answer on the line below.
The existence of these three substructures-i. Knowing the vertical relationship, you can determine the kind of message the ideas grouped below must convey i. Knowing the. And- most important-knowing the reader's beginning question wiU ensure that all the ideas you do bring together are relevant i.
Naturally, you want to go about applying these insights in an order1y way, and that's what Chapter 3 will tell you how to do.
This sense of uncertainty persists despite knowing that the ideas you eventually put down, whatever they be, must end up forming a pyramid. Nevertheless, there is a good deal you do know about your end product that you can build on.
To begin with, you know that you will have a sentence at the top of the pyramid that will have a subject and a predicate. You also know that the subject of that sentence will be the subject of your document. In addition, you know that the sentence will serve as the answer to a question that a 1ready exists in the reader's mind. And that question will have arisen because of a situation with which the reader is familiar within which a complication developed with which he is also familiar that raised the question that caused you to need to write in the first place.
You may even know roughly some of the points you want to make. That is quite a bit to know. You can use this knowledge in building your pyramid ,either by starting at the top and working do vn, or by starting at the bottom and working up. The first way is generally easier than the second, and so should be tried firs t.
You don't want simply to sit down and begin writing the opening paragraph of the introduction, however. Instead, you want to use the structure of the introductory flow to pull the right points out of your head, one at a time.
To do so, 1 suggest you follow the procedure shown in Exhibit 4 and described below. Draw a DOx. This represents the box at the top of your pyramid. Write down in it the subject you are discussing, if you know it. If not, move on to step two.
Oecide the Question. Visualize your reader. To whom are you writing, and what question do you want to have answered in his mind about the Subject when you have finished writing? State the Question, if you know it, or go on to step four. Next you want to prove that you have the clearest statement of the Question and the Answer that you can formulate at this stage. What is the Complication?
F 23 statement about it you can make. What is the first thing you can say about it to the reader that you know he will agree is true-either because he knows it, or because it is historically true and easily checked? Develop the Complication. Imagine that he nods his head in agreement and says, "Yes, 1 know that, so what? Something went wrong, perhaps, some problem arose, or some logical discrepancy became apparent. Recheck the Question and AnsuJer. If it does not, then change it to the one it does raise.
Or perhaps you have the wrong Complication, or the wrong Question, and must think again. The purpose of the entire exercise is to make sure you know what Question it is you are trying to answer. Once you have ihe Question, everything else falls into place relatively easily Let me demonstrate how your thinking would develop by using the technique to rewrite the memorandum shown in Exhibit 5, on the next page.
It comes from the Accounting Department of a large soft drinks company in the United States. When the company's drivers deliver the product to a customer, they send back to the Accounting Department a delivery ticket with a set of code numbers, the date, and the amount of the delivery.
These delivery tickets are the basis of the billing system, which works something like this: For its own accounting purposes, it would like to keep daily track of how the bill is mounting up. It wants to know if it can't keep the delivery tickets along with each delivery, record them on a computer disk, calculate the total, and then send the disk and its check once a month to the headquarters office of the beverage company In other words, it is proposing a system that would work like this: Robert Salmon Date From: John J.
This processing is to bc 3. We have completed our review of this request and our findings are as follows 1.
Parent Number b. Outlet Number c. Ticket Number d. Dollar amount of each ticket e. Delivery Date of each ticket If the Parent and Outlet Numbers are not available from Big Chief, we will supply this information to them from our Customer Master file list.
This information could then be incorporated into the Big Chief system for future ease in the processing of ticket data 2. Upon completion , the balanced cash dlsk will be processed through the National Accounts System. Business plan. Strategy reports and other consulting Assignments Page 5. Strategy reports and other consulting Assignments Page 6.
The Pyramid Logic Structure: Using Minto Pyramid Principle for writing Equity research reports. Barbara Minto. The Pyramid Principle: Logic in Writing and Thinking London: Minto International.
Strategy reports and other consulting Assignments. In the PLS. Strategy reports and other consulting Assignments Page 8. Strategy reports and other consulting Assignments Page 9.
Strategy reports and other consulting Assignments Page A grouping of ideas is easier to comprehend if it arrives presorted into its pyramid. All Mental Processes Utilize Pyramids To Categorize Information The mind instinctively sorts information into distinctive pyramidal groupings in order to comprehend it.
Business plan.. The structure helps the reader to "see" the groupings of ideas the same way the author intended. Using this Outline.
The Introduction Should Convey the Situation.