Persuading your own organisation.
WHAT THEY COVER
New tools Process changes Hiring Investment Changes of direction
WHAT TO LEAD WITH
The problem, in terms the decision-maker cares about.
WHAT THOSE TERMS USUALLY ARE
Cost, risk, revenue and time.
WHAT TO AVOID
Leading with the solution you like Technical justification for a business decision
WHAT TO INCLUDE
The current situation, with evidence What it costs to continue What you propose What it costs What happens if it is not done Alternatives considered
WHY ALTERNATIVES
Their absence suggests you did not look.
WHAT TO QUANTIFY
Everything you reasonably can.
WHAT TO DO ABOUT UNCERTAIN FIGURES
State the assumption and the range.
WHAT TO PROPOSE IF THE ASK IS LARGE
A small first step.
WHAT THAT MIGHT BE
A trial, a pilot, or a limited commitment.
WHY
Agreement to something reversible is far easier.
WHAT TO ANTICIPATE
The objections, and address them.
WHAT THE COMMONEST OBJECTIONS ARE
Cost Disruption Whether the problem is real
WHAT TO END WITH
What you need, from whom, by when.
WHAT TO DO BEFORE SUBMITTING
Test it with someone who will challenge it.
