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Alternative Development Best Practice 1 – Reality Questions

Many exciting ideas for new product and service offerings are generated every year; often appearing as the next great pursuit that will surely propel the organization ahead of its competitors. With this view in mind, those conceiving of these ideas create business cases for leadership. Too often, these eager employees unwittingly identify every fact and figure supporting their proposition and ignored those that would shed doubt. Subsequently, the business cases developed present only a partial picture of reality; potentially omitting true shortfalls that diminished value or place the organization itself at risk.


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Alternative Selection Best Practice 3 – Reality Check

Just because the numbers look good doesn’t mean you should move forward with the initiative.

Leaders often face the dilemma of having numerous attractive initiative options to pursue when developing their strategic plans. Many of these options are provided by an eager and engaged workforce; individuals who diligently examine the proposed opportunity, associated costs, and make the strong case for pursuing these cost saving and/or profitable efforts. However, it is the responsibility of the leadership team to perform a reality check on these proposals in two ways. First, is a critical questioning of the numbers to ensure the real-world appropriateness of the assumptions used and the numbers presented. Second, is the assessment of whether the proposal can be executed considering the organization’s resources and capabilities.


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