| If you're a business consultant manager or senior | | | | critical you start by spelling out why they should |
| executive the chances are that at some point you will | | | | change, give them context. |
| have had to make a case for change. This involves | | | | It helps if you know how to do it. Here's the best way I |
| gathering data and presenting your analysis so that | | | | know how: |
| others know what you want them to do. But often a | | | | Step 1. Clearly define the problem you're trying to solve |
| board of directors or investors will get your message | | | | (be very specific). |
| and still not change. Why? Knowing what to do is not | | | | Step 2. Explain the impact of the problem on the |
| enough; to get them to change they need to know | | | | client's business e.g. how it affects customer retention, |
| why they should. So, if your job depends on making | | | | staff morale, or operating expense (those are the main |
| presentations that get change spend as much time on | | | | three). |
| the context as you do on the content. | | | | Step 3. Sell the benefits. |
| Three years ago I was overweight-by about two | | | | Here's an example of how this works, I used exactly |
| stone. "So what" I thought to myself, "I'm in my thirties I | | | | this opening recently in a presentation to a home |
| can lose weight later." I knew what I needed to do but I | | | | refurbishment contractor. |
| really didn't care. | | | | "Today I'm going to show you why last year's housing |
| But, when I turned 40 my doctor called me in for a | | | | refurbishment projects were:o On time only 11% of the |
| check-up. My cholesterol and blood pressure were | | | | timeo Never completed with full content, the best was |
| both too high. The doctor told me that if I didn't change | | | | 65%o Consistently went over budget, by an average |
| my lifestyle I would have to take drugs (not the good | | | | of £2,000,000. |
| kind) to reduce my risk of heart disease. Suddenly, I | | | | The impact of this was that you were served with |
| had a compelling reason for change. I had a different | | | | £10.5 million in late penalties in late completions |
| context. | | | | fees. However the good news is that we can show |
| Too many business consultants jump into solutions | | | | you how to deliver all your projects on time, in full and |
| before explaining the problem; the result: no change! | | | | on budget we estimate this will save you around |
| So, when you make a presentation that is focused on | | | | £30 million per year." |
| getting others e.g. senior executives to change it is | | | | So remember context before content. |