THE DETAILS They are now properly interested. Of course, if they are going to support your idea and agree to its adoption, then they will need to have all of the information and detail. They are covering something and that something needs variable amounts of covering depending on the size of their something! Help them to do so. It is usually a good idea to lay out the details / numbers for the current situation and then compare them with the anticipated / expected details and numbers if your idea is accepted. It is always a little bit tempting to boost the anticipated effect of your idea but, actually, the smart thing to do is to slightly under-play the effect. That way, when they accept your idea and the effects are even better, your genius is assured. Don’t get carried away to details that don’t contribute to the outcome, but do try to include everything that might potentially get in the way of your idea. This might include, for example; training, health and safety, budget, suppliers, technology, IT&C and human resources. You are not expected to know everything but you are expected to reveal what you know and propose ways – around obstacles. This is still not the moment to crack the knuckles… THE MONEY If they are reading this then you have nearly sold it. And as Don Cooper once said; competition ‘your is everything else your [health could conceivably spend their money on’. So the money is really important and you’d be well advised to be absolutely honest here. So just lay out the cost of your idea (as best as you can) and then lay out the expected financial impact that it will have. It will be very helpful if this is positive (i.e saving money or generating it!) If you need an member of your team then put down the cost of that person and then explain the positive cost impact of, for example, earlier patient discharges, improved patient outcomes, or whatever else you can monetise. THE OUTCOME This is what you might call close’. Be bold, be clear and make a commitment (e.g. are ready ‘the ‘we to implement this idea on (a date) and expect to deliver (an outcome) by (a date). That outcome will have the following benefits (list them).
THE DETAILS They are now properly interested. Of course, if they are going to support your idea and agree to its adoption, then they will need to have all of the information and detail. They are covering something and that something needs variable amounts of covering depending on the size of their something! Help them to do so. It is usually a good idea to lay out the details / numbers for the current situation and then compare them with the anticipated / expected details and numbers if your idea is accepted. It is always a little bit tempting to boost the anticipated effect of your idea but, actually, the smart thing to do is to slightly under-play the effect. That way, when they accept your idea and the effects are even better, your genius is assured. Don’t get carried away to details that don’t contribute to the outcome, but do try to include everything that might potentially get in the way of your idea. This might include, for example; training, health and safety, budget, suppliers, technology, IT&C and human resources. You are not expected to know everything but you are expected to reveal what you know – and propose ways around obstacles. This is still not the moment to crack the knuckles… THE MONEY If they are reading this then you have nearly sold it. And as Don Cooper once said; ‘your competition is everything else your [health could conceivably spend their money on’. So the money is really important and you’d be well advised to be absolutely honest here. So just lay out the cost of your idea (as best as you can) and then lay out the expected financial impact that it will have. It will be very helpful if this is positive (i.e saving money or generating it!) If you need an member of your team then put down the cost of that person and then explain the positive cost impact of, for example, earlier patient discharges, improved patient outcomes, or whatever else you can monetise. THE OUTCOME This is what you might call ‘the close’. Be bold, be clear and make a commitment (e.g. ‘we are ready to implement this idea on (a date) and expect to deliver (an outcome) by (a date). That outcome will have the following benefits (list them).
THE-RIGHT-FIRST-TIME-NURSING-BUSINESS-CASE_FINAL.docx