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What would you do if you were preparing a business case and realized that none of the options that you are proposing offer a decent return to the organization?


I would have to ask myself the question, “Do I really understand the organization’s business and how they measure the value of return on investment?” If at first glance, it appears that with my proposed options there isn’t a decent return, then I will have to dig deeper into the layers of this organization.

A good place to start is with the sales and marketing teams; they are on the “front lines” and constantly challenged with planning strategies that move the company forward according to its goals; using tactics that show a rate of return or maybe not. I can learn from their mistakes and successes; no need to reinvent the wheel here. Or how about a proof of concept before considering a launch of the full project; that may just be the ticket to gain buy-in with even marginal returns.

When all is said and done, there isn’t any shame in going, “back to the drawing board”, and rethinking the business case. After all, it may just be a severe timing issue; therefore shelving the plan and bringing it out to see the light in 90 days might be all that’s needed. There’s a significant amount of change that can happen in any organization in that time period: patience just may be the key.



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