Phase One: The Idea
We develop a conceptual model outlining for your Business Case including: your purpose, how the solution will deliver value to the target audience and how it will impact stakeholders.
We ensure to identify and understand the audience that will eventually accept/reject your proposal and socialise Your Idea with them early in the process.
We define a high-level purpose for your Business Base that encompasses the business need and category of solution that you plan to explore.
What problem will you solve?: Think deeply about the most important issue is or set of issues that need to be solved. You must identify the correct cause or problem of whatever issue(s) that are fundamental to the business operations of your target audience.
Why does it matter right now?: Why it is so important to focus on this problem, at this time, with specific solutions that are relevant to the specific business endeavours of your target audience? You must believe that your idea truly will enable your target audience to perform at a higher level.
How will we do it?: Now is not the time to dive into every detail. You must start to consider the category or categories of solutions that you plan to explore to address the problem.
Connect to the target audience’s business strategy by drawing direct lines from business objectives to the needs/solution and outline the way your idea should be measured. Make sure to map the points of connection between your idea and the organisation’s strategy.
Which objectives?: What might those business objectives be? Using the Balanced Scorecard, business objectives might fall under four perspectives: Economic Perspective, Customer Perspective, Internal Perspective and Enabling Perspective.
What kinds of connections?: When you know your target audience’s business objectives you can connect your idea into those business objectives.
Primacy: Connecting your idea to business objectives is really about giving primacy to the business and recognising that your work serves the goals of the business and not only the goals of your department.
Define metrics that matter: More detailed metrics will be developed once you choose a specific solution. However, even at this early stage, you should begin selecting metrics that matter based on the value you plan to deliver to the organisation. These metrics will help you keep an eye on what matters to the organisation as you shape your options and solution: Economic Performance, Efficiency & Cost, Agility & Cycle Time, Effectiveness & Quality, Culture & Perceptions.
TIP: 1) Every organisation has a strategy and many document it using structured tools such as the Balanced Scorecard/Strategy Maps or OKR’s (Objectives and Key Results). These tools make explicit the organisation’s mission, vision, values, objectives, and key initiatives.
2) You must frame your idea against a backdrop of existing and important business objectives. You must show your target audience how your idea supports THEIR objectives.
Knowing the target audience in the room is a crucial step to present your Business Case successfully. You must also know and understand the interests of everyone who will NOT be in the room: the organisation’s stakeholders, whose response to your idea can mean its life or death — regardless of what the target audience in the presentation room might truly want.
Who are the stakeholders?: How many stakeholder groups should you consider as you develop your proposal? Your depth of focus on how your plan affects a stakeholder will likely depend on what idea you are considering. Look at: Customers, Management, Employees, the Board, Regulators, Third Parties, Shareholders, Non-Government Organisations, the Public.
When presenting your business case, it is likely you will address a target audience of senior decision makers, which may include business function leaders, C-Suite, leadership team, heads of strategy, or even Board members. Take time to understand your audience early on so that you can develop a more relevant proposal.
TIP: If you haven’t done so already, try to get into a holistic mindset – think like a CEO. Refresh your knowledge of corporate strategy by reviewing recent internal messaging, speeches, leader messages to employees, message maps, and communication materials from leader meetings or town hall events.
Checklists: Audience List,
Worksheets: Big5 / OCEAN, DISC, Persona Development.
So far, we’ve discussed building a business case on paper, defining a purpose, explaining the value, cataloguing the key stakeholders, and understanding your audience.
In the real world, a business case has both written and verbal dimensions. Your ability to influence your audience will depend on how well you socialise the concept, engage others, and speak in a concise, yet powerful way.
Now it is time to sketch out Your Idea in 150 words or less. Be ready to vocalise it early to gain informal support before you spend more time on the process.
Elevator Pitch: The brevity of the 150-word Elevator Speech requires you to be selective about the words you use and points you make. There simply is not enough time to explain your program at length in a one-minute elevator ride. Your listener needs to understand only the key points of your idea:
1) Drivers: Why you started to explore a solution; the internal and external drivers that require action.
2) Solution: A high-level view of what the solution might look like at a categorical level (the details will be worked out during the rest of the process).
3) Approach: A high-level view of how the solution will get developed, launched, and operated.
4) Impact: A high-level explanation of the impact this solution will make on the company and stakeholders.
TIP: Socialising the concept helps in a variety of ways. It can help gauge interest and response; it can garner early champions and supporters; and feedback at this preliminary stage can help you further improve and develop a more successful proposal.
Now - Move Onto Phase Two
Absolutely. We begin with an 'empty' document template that is 80% complete and add your relevant information to it. Each client engagement starts with documents that have never been used before.
If so, then you can Hire Me, then we sign the privacy documents and non-disclosure document and client engagement contract. Those documents protect us both. Then we get started on whatever your project involves.
I am a Government Licensed Private Investigator specialising in Factual Investigation. I contract to clients as an Investigator, Field Agent, Business Analyst, Risk Analyst, and WordPress Nerd.
I currently have standing service and support contracts with Corporate and Government clients (references available).
I am a life-long learner. I have two papers left to finish an Advanced Diploma in Psychology (Logotherapy / Meaning Centred Therapy), and four papers to finish a Certified Business Analysis Professional (CBAP) exam prep course.
I have completed Diplomas in Financial Services (Loss Adjusting), Occupational Health & Safety, Government Fraud Control, Government Fraud Investigation, Security & Risk Management. I have finished 9 Certificate IV qualifications including, Government Statutory Compliance, Workplace Training & Assessment.
I became a Microsoft Certified Systems Engineer (MCSE) in 2003.
Since 2002 I have worked as an Investigator / Analyst on dozens of projects in New Zealand and Australia.
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