[RBM] Decision-making step-by-step guide.

Alright, everybody on deck. We've identified the key personnel needed for our proposal process. There comes a time when you need to make a real decision about moving forward. This article provides a fundamental review of what should happen next and when. My next articles will be dedicated to explaining the main points related to each phase step-by-step. The final article of this series will discuss specific strategies on how to win proposals.

Here are the steps we need to take to decide regarding our RPIAD order:

First, prepare a proposal. Keep it high-level initially—don't go into excessive detail at the beginning. Spending too much time on elaborate details early on creates a risk: if a critical issue arises, your detailed work might be wasted when the proposal gets withdrawn.

Build your document using the MVP model - create something minimal yet packed with value. As we discussed previously, don't hesitate to engage others when you require details. Once your MVP is ready, share it with relevant stakeholders to spark discussion and gather valuable feedback. To gain more traction, connect with people who can collectively recommend your proposal.

When discussions dim, move to formal rounds of conversation. Start as I suggested with "P" then "Performers." Begin developing a concrete plan to bring your proposition to life. Discuss all potential issues and blockers with them openly. Watch carefully for possible misunderstandings and pitfalls that Performers might help you avoid. If conversation slows noticeably, this could signal silent disagreement. Be aware - this might be the critical moment where your proposal could be permanently shelved.

Identify and highlight the points that generated genuine excitement. These enthusiastic responses will serve as your fuel for successful implementation.

Make sure to collect as many details as possible, such as who needs to be engaged, their availability, and associated costs. Gather any prerequisites required before starting the process. Secure information and commitments for fulfillment.

Please list as many use cases as possible—both those that will become possible through the application of your proposal and those that aren't currently feasible.

Write down all the questions and doubts they express. You'll need to address these later during the information gathering step.

Let's switch to the information phase. Start by reviewing your updated proposal with all stakeholders, especially acceptors and decision-makers. Address any questions they have directly.

Summarize your own questions and identify who can provide you with this information. Don't hesitate to seek knowledge outside your immediate group—expertise often exists elsewhere in the organization.

Make sure to prepare an RFI (Request for Information). Ask potential vendors for details, even if you're leaning toward handling the project internally. Through this process, you can gain valuable knowledge, discover new ideas, and perhaps even be convinced to use their product.

Research what other organizations have done in similar projects. Always be clear about what information you're specifically looking for. Remember that informers typically have their agenda to convince you of something, so maintain a healthy skepticism when evaluating their input.

After gathering information, fill in the gaps in your proposal and move forward to the next round of reviews. Continue asking questions to identify what your proposal still lacks. Make sure to obtain information from both your decision-makers and acceptors. From the Performers, you'll learn who will be needed, what effort is required, and the associated costs. Be sure to verify these financial details with the finance department.

Okay, we still have two crucial phases on our route. Let's start with acceptors. We need to involve them in previous phases and make them aware of needed procedures and resources. There's a good chance they're already primed for your proposition. Often, when modernization involves cutting-edge technologies like cloud computing, it becomes necessary to develop entirely new procedures to address these unique circumstances. Give your acceptors sufficient time and provide them with the support they need to create these procedures. Without this assistance, your proposal risks being blocked or even discarded completely.

If you're confident your company has everything it requires, organize a formal meeting with all approvers and collect their signatures.

Now that we have signed approvals, we can move into the decision phase. Review the final draft with all parties involved. Ensure nothing was changed during the process that might be unacceptable to any site, and verify there are no outstanding issues. It's crucial to confirm that all sites are aligned and everything is correct. This alignment will reassure your decision-makers that moving forward is the right choice, as the decision will benefit all your sites.

Organize targeted meetings to address any information gaps, focusing on gathering the details needed without restarting the entire process.

Once you have all the necessary information, develop a presentation for decision-makers. Schedule individual meetings with each key stakeholder to determine who supports your initiative and identify your allies.

Schedule a decision meeting to present your proposition to a broad audience. During this meeting, discuss the benefits and ROI with the group. Be prepared to answer all questions they raise, and if you don't have certain information, commit to finding it and following up.

Let's schedule this meeting soon, followed by a shorter check-in meeting to gauge their readiness to agree. Give stakeholders time to discuss your proposal in their respective groups, but maintain momentum by gently pushing them toward finalizing the decision.

Leverage decision-makers who have supported you in the past. Ask them to help explain to others why your proposition deserves approval. Don't let the process drag on too long, as delays often introduce new considerations that can stall everything.

This is a brief summary of what you should do. In the coming articles, I'll write in detail about the critical aspects of each of these steps.

Don't hesitate to let me know how you rate my approach. Have you experienced similar processes yourself? I'd love to hear about it.

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