You found a cool new piece of technology and you believe it can change the way your company operates for the better. There’s just one problem: You need the big dogs up top to sign off on it – and they have strict requirements.
These tips will help you form your business case and get buy-in from upper management.
Get support from end users
Let’s step back for a moment and look at the bigger picture. Once you achieve buy-in from the C-suite, you’ll need to implement the technology among your end users. By starting with the end in mind, you can fine tune your business plan by identifying concrete goals.
Before you take your proposal up the ladder, it’s a good idea to find who will champion your solution when asked about it. That means meeting with groups of end users, asking for their opinions and explaining how your solution will improve their day-to-day operations. Find the most enthusiastic people and work with them as you develop your proposal.
Understand the needs and desires of the C-suite
You know why your company needs new technology, and you have the support of end users. Now it’s time to look at the business case from the perspective of the C-suite. What are their primary goals? How does this new solution align to them?
In preparation for your meeting with the higher ups, refer back to your recent encounters with members of the management team. What topics did you discuss? What goals did you make together? Then determine how you can position your solution within the broader aspirations of the company. If, for example, the C-suite is focused on reducing security risks, explain how your new solution will address that problem.
Even if your desired result isn’t something that has been top-of-mind for upper management, try to find ways to relate it back to their current business objectives.
Assess benefits versus risks
When you meet with the big dogs, don’t expect anyone to pull their punches. If your new technology requires a significant investment, you’re going to get a lot of tough questions. To prepare, write down all of the perceived benefits and risks of your solution and play them off one another. Be prepared to talk about the risks at length and explain how the potential benefits outweigh them.
If you’ve done your due diligence, this shouldn’t be a problem. By combing your technology intelligence with a thorough understanding of the company’s needs, you can develop a rock solid pitch. Remember, facts and figures are your friends. The more data you have to support your claims, the better your chances of success.
Detail operational impact
Speaking of data – your business case should include a detailed operational impact report showing current benchmarks as well as future projections. Let your passion lead the way here. If you feel strongly that your solution will boost productivity, increase transparency or introduce some other positive change, let the top dogs know. They were likely once in a position similar to yours, and they can tell the difference between passionate convictions and lame, paint-by-numbers solutions.
When you truly believe in your solution and you have the data to back it up, there will be no stopping you.
Already built your business case? Simplify the roll out with the six tips in this white paper.