Part X

PART IX:X: FutureBuilding ConsiderationsThe Presentation

Chapter 13:14: BoldThe Ideas Without Confusing the JudgesOpening

Video: FutureStop ConsiderationsLosing &Judges Out ofin the BoxFirst Ideas:30 Don’tSeconds: ConfuseNail theYour JudgesCase – Present Them the Right WayOpening

SometimesYour yourtitle team identifies a great idea thatslide is outsideoften thevisible immediatelonger scopethan orany timeframeother of the case. That’s okay. But you need to distinguish between:

• NOW:slide. ThisDon’t iswaste ourthat recommendation, and
• LATER:opportunity. These are opportunities we recommend exploring after the core strategy succeeds.

The Not-Nowtitle Framework

slide

Startshould byimmediately saying: “Our recommendation today is…” Restate the core recommendation. Then say: “Once this strategy is successfully implemented, we would recommend exploring…” Clearly label future ideas:communicate:

• Futurewhat Considerationsthe presentation is about;
• Phasewho Twothe audience is;
• Long-Termwho Opportunitiesyour team is;
• what role you are playing;
• the date;
• and the context.

Your Audience Is a Person

Don’t just write: ACME Corporation. Define the actual decision-maker. For example: To: CEO and CFO, ACME Corporation or:To: VP Operations, facing declining margins. If the case gives you names, use them. This changes how the judges interpret the rest of your presentation. You are not presenting to a company. You are advising people in specific roles who have specific concerns.

Chapter 15: Story, Connection & SCQA

Video: Build a Clear Thinking Pyramid: The Minto Pyramid Principle for Case Solutions

A strong opening can connect the case to:

• the organisation’s mission and values;
• the customer;
• the product;
• Areasthe forservice;
Further
• the Explorationhuman impact;
• or a relevant experience.

But the connection must serve the case. Don’t tell an interesting story simply because it is interesting. The opening should connect to something important and be a personal or emotional connection for the audience.

SCQA

A useful structure for organising the opening is:

• Situation
  • What is happening?
  • The situation should be clear and indisputable.
• Complication
  • What has changed?
• Where is the tension?
  • What makes the current situation unsustainable?
• Question
  • What needs to be solved?
• Answer
  • What is your solution?

SCQA creates a bridge between context and recommendation.

Executive Summary

Start with an executive summary as the judges shouldwant neverto beunderstand unsurequickly:

about

what
• What is happening?
• What matters?
• What do you arerecommend?
actually
• What recommending.will it accomplish?

Your executive summary gives them the destination before you take them through the journey. A good executive summary can include:

• The Problem
• A High-Level Recommendation
• Key Actions
• Expected Impact

Keep it CRISP.