When Value Matters the Most

Demonstrating value is always important, but sometimes it's really important. A proposal that can potentially transform the organization has to show the decision maker that, in spite of the risks inherent in changing a process or in handling a core function differently, the potential return to the organization is so great that not moving forward does not make sense. You have to put more effort into demonstrating value.

There are certain other situations where you need to spend extra time on your value proposition. For example, if you are trying to displace an accepted incumbent vendor, the decision maker must see such a big gap in value that he or she is willing to make the change. Second, if your recommendations change the way people work, expect stiff resistance. Even obviously sensible ideas can be shot down if they entail fundamental changes to work processes. Third, if your solution involves relocating control of something valuable—money, information, personnel, authority—it will be a tough sell. Control means power, prestige, and job security. The individual who is losing control will be adamantly opposed to your recommendations. Your only shot at winning is by demonstrating to senior management so much potential value to the organization that they will ignore the screams of protest from below. Finally, if the decision maker can reasonably choose to do nothing at all, you will need to demonstrate a lot of value. Most organizations are burdened with tremendous inertia. To create momentum for change, show a big return.