Your deal will be ignored 10 / 10 times unless you: 1/ Discover an internal priority execs are already sold on. 2/ Credibly show how you’ll impact a specific, related metric. Here’s a fascinating example from a leaked email Zuckerberg wrote. He was laser-focused on a single metric back in 2008: *Development Speed* It was both: 1/ His top priority (our strategy fails if we move too slow) 2/ His key metric (shorter development cycles) ______ Applied to your deals, the idea here is always work to: 1/ Build a narrative linking your champions’ biggest problem to a company-wide priority. Connect the dots in writing for them. Because way too often, they’ll go heads down and focus on their own issues, without explicity calling out the strategic link. 2/ Create a logical bridge between a top-line metric (development speed) and its drivers your project can directly impact. e.g. maybe a root cause to slowed dev cycles was code conflict as the code base grew. Does your platform help there? Great. Show the impact on current → future time lost when resolving code conflicts, and how it rolls up into dev speed. One other exercise here: If you went deal-by-deal in your pipeline, could you label the exec-level metric you impact? And why it matters to the exec? (If so, notice the link between writing business cases, and deep discovery.)
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