How Does the Recommendation Get Done?

Implementation is crucial; it determines how the plan gets executed. This is often the most important aspect when examining scorecards. The goal is to present recommendations that can be realistically and effectively implemented. To achieve this, it's necessary to outline clear steps, incorporating risk mitigation strategies to prevent potential issues. Additionally, it's important to establish a timeline and identify who is responsible for each task. Let them know how to evaluate the effectiveness of the plan. Establish the key performance indicators (KPIs) and determine what they are and when they should be measured. Visual tools like Gantt charts work well to lay out a reasonable timeline, complete with actual dates. Identify the key steps involved in the process.

If your project involves multiple ideas or phases, consider creating separate timelines for each phase. Start with a comprehensive overall timeline and then break it down into more detailed segments as you identify specific tasks. In a case competition, successful implementation often carries the most weight in the scoring, so dedicate sufficient time to outline the "what" and "when."

Make sure to visualise the planning process and provide specific timing, using phrases that reference time frames such as: "after this meeting," "later today," "tomorrow," "next week," and "next month." The level of detail can be less specific for longer time frames, whereas shorter-term goals should be clearly defined in terms of time.

Include the necessary steps to execute the solution, particularly those that address any identified risks. Use visual aids like Gantt charts where time is in the first column, along with action items, and include the name of the responsible person. You can also utilise methods like the Critical Path Method to determine accountability for each step.

It's important to reassure the audience that they are not solely responsible for implementing the plan. Discuss the roles of different departments and personnel, including new hires or external partners, if relevant. This not only alleviates the burden on any one individual but also demonstrates an understanding of how a business operates.

In a case competition, it’s crucial to convey that the CEO should not handle every task personally—demonstrate awareness of the need for delegation.

Regarding the theory of change, consider inputs, activities, outputs, outcomes, and impacts as you construct your timeline. Identify the necessary resources (inputs), the activities that need to be conducted, and the expected outputs, which are the tangible products of these activities. Outcomes refer to behavioural changes resulting from the project, while impacts are the long-term changes stemming from those outcomes, all of which should align with your strategic objectives.

When discussing key performance indicators (KPIs), it’s important to remember that there are two types: lagging and leading indicators.

Lagging indicators are based on historical data and reflect past outcomes. They show desired results but are influenced by previous performances. In contrast, leading indicators are drivers of business value and serve as predictors of future outcomes. They are about influencing future change rather than simply reflecting the past.

To better understand this distinction, think about the current state versus the future state; leading indicators help gauge how we can influence future outcomes.

KPIs also require targets. Setting a clear desired state for a specific timeframe is essential, and it's important to communicate these targets to everyone involved. Keep in mind that targets can be negotiable and should have established upper and lower ranges of acceptable performance. Discuss the scope of these targets, considering whether they are annual, compressed, or stretch targets.

Finally, it’s crucial to help your audience understand what these targets and KPIs mean. Make sure that the targets are realistic—neither overwhelmingly discouraging nor too easy to achieve—as you move forward.