[RBM] “D” - How to show benefits of modernization for the C-Suite.
In our previous article, we discussed the importance of finding an ally at the decision-making level, typically someone in the C-suite. Today, I'll guide you through effectively engaging with your corporate board. I'll demonstrate why this engagement is valuable and what benefits you can expect. By following this approach, not only will your proposal have a higher chance of approval, but you'll also gain crucial insights into your company's business operations.
Let's start with a brief recap. Whether you read the previous article or not, your first step should be identifying a C-suite executive who shares your vision. This alliance isn't merely about networking—it's about establishing a genuine connection with someone who understands your perspective and can champion your ideas at the highest level. Having an executive who speaks your language is essential when navigating complex corporate structures. Without this connection, even brilliant proposals may get lost in translation or overshadowed by competing priorities.
By cultivating this relationship, you'll gain the opportunity to positively influence company decisions. This influence develops gradually as you demonstrate your expertise and alignment with business objectives. When executives trust your judgment, they're more likely to value your input on strategic matters, technology investments, and organizational changes that could shape the company's future.
It's worth noting that corporate boards often struggle to keep pace with the rapidly evolving IT landscape and rarely have time to explore it thoroughly. Most C-level executives juggle multiple responsibilities simultaneously—financial performance, competitive positioning, talent management, and regulatory compliance—making it challenging to stay current with emerging technologies. By positioning yourself as a knowledgeable and reliable advisor, you can help bridge this knowledge gap and ensure technology decisions support rather than hinder the company's strategic direction.
The most effective board relationships are bidirectional. Consider it a two-way exchange where information, insights, and expertise flow freely between parties. This approach fosters mutual respect and creates a collaborative environment leveraging everyone's strengths. You can provide guidance on technology and digitalization, while board members offer their expertise in strategy, market positioning, and financial decision-making. This exchange creates value for all involved: the board benefits from your technical knowledge, while you gain business wisdom. For you specifically, this relationship provides more in-depth understanding of how proposed changes affect the company as a whole and insights into their decision-making process around change initiatives. By understanding their priorities, concerns, and desired outcomes, you can position your proposals more effectively. This insider knowledge allows you to address potential objections before they arise.
Beyond immediate benefits, nurturing this relationship can advance your corporate career or enhance your project portfolio with this client.
Now, returning to our current scenario: we have a proposal in development and at least one advocate at the decision-making level. Let's examine how to involve the board effectively in your proposal.
When you've identified your board-level representative, ask them about the wisdom of presenting your proposal to a broader audience at this level and the optimal timing for such a presentation. Board engagement is crucial for proposals aiming to create significant change. Remember that acceptance may be optional rather than mandatory, and not all requirements necessarily need fulfillment. Having consensus will substantially simplify implementation. Boards function as the primary decision-making entity within a company, capable of quickly adjusting direction when necessary.
Presenting your proposal may catalyze a brainstorming session where directors explore additional modernization opportunities beyond your initial recommendations. When executives encounter well-researched proposals supported by data, they typically engage more deeply and contribute valuable insights. This collaborative approach often yields unexpected perspectives that strengthen the final implementation plan. A single strong idea frequently sparks broader initiatives—consider it a seed that grows into something more substantial over time. Your initial concept may evolve significantly as stakeholders provide input and identify connections to other business priorities.
Your role is to translate business needs into technical solutions delivering tangible value, not implementing technology for its own sake. This requires understanding underlying business challenges, articulating how specific technical approaches address those challenges, and quantifying expected benefits in terms executives prioritize—whether revenue growth, cost reduction, risk mitigation, or competitive advantage. By framing your proposal in business terms while maintaining technical credibility, you position yourself as a strategic partner rather than merely a service provider. This approach builds trust and increases the likelihood your recommendations will receive necessary support and resources.
For your proposal, leverage the board as a high-level review committee. Address all fundamental requirements promptly, including compliance, legal considerations, financial analysis, and core proposal elements. Secure agreement on certain points early to avoid revisiting them later. While everything remains negotiable, identify a minimal set of generally accepted points as your foundation. Thoroughly polish and validate your work. Email communication suffices at this stage; schedule another meeting only after resolving outstanding issues. Throughout the process, highlight any critical changes to maintain transparency with the board.
Board approval represents a crucial step toward having your decision positively received by all necessary parties. Conversely, approval from someone below board level or from only one board member constitutes a significant argument against proceeding. Remember to thank your proposal advocate for their assistance during the final review process. It's essential to involve all organizational levels between you and the board throughout this process.
What are your thoughts on cooperating with board members? Do you have any experience working with them?