When we started to outline content for our Winners and Losers book pretty much the first thing we decided upon was a series of tip lists. We created loads but I think only three made to into the final publication. This one draws on a number of interviews with our clients. Let me know if you find it useful and do share if you have anymore tips.
Build a wall of benefits.
Don’t just make sure you’ve 3 killer reasons why you deserve funding. Identify 101 benefits your project will bring.
- What will your project mean for staff rentention?
- What will be saved through decommissioning old technology?
- How will man hours be reduced?
Create stories (and case studies) of success.
Success breeds success and quickly takes on mythic proportions within businesses. Use this to communicate the value of our activities.
Select what you are prepared to cut and then propose your own cuts first.
As well as displaying prudence and acknowledging the need for a tightly run ship, it will help you identify which are the projects you should stand by and choose the battles to fight.
Get the CFO and MD to meet customers.
It is difficult to imagine what value engagement promises unless you see it in the customers’ eyes.
Clearly display cause and effect.
If we invest X, we’ll see Y results. However if we invest X+1, we’ll see Y+5.
Know the CFO’s and the MD’s pet hates.
They all have one – the website homepage, a particular campaign, the Intranet – avoid discussion on this.
Make your CFO your champion.
Make sure he/she can re-articulate the activities you’re proposing and the benefits they will bring. A proud CFO who conveys his enthusiasm for your activities to others will commit resources.
Make your projects as cross-departmental as possible.
Spreading the budgets, benefits and repercussions makes projects more bullet-proof.
No big surprises.
Start talking to the CFO now. Make him/her you friend.
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