Today we’re going to work through a strategic business case to evaluate how you’re likely to perform in role.
You have an initial investment of £50-60B to make that will have an impact in £100s of Billions over decades. The transformation will completely distract your Executive Team and all your senior managers leaving you unable to do anything else except the project. Once initiated the project cost will be sunk and and the company irreversibly comitted to the course.
All of your consultants have advised you against initiating the project. Your competitors, sensing a misstep have started to hire your most trusted staff. You have a tenuous grip on your board and e-team and expect to lose some critical board votes that will secure the project.
You’re certain you don’t have the staff to manage the initial analysis let alone the deployment of the project.
A year ago you asked your staff if they’d support you in the project. A very small majority said they would, but your confidence is low in their understanding of the issues and risks involved.
In this situation do you:
A) Ruthlessly identify and then evaluate all the options, creating a strong business case for the expenditure, a deep and structured plan to implement including any additional analysis to ensure you’re making the right decision.
B) Reject the case completely and pursue alternative options, it’s unlikely you can create a case in this situation and will likely irreparably damage the company.
C) Make it up as you go along from day to day with a completely unprepared team, a hostile market and half your workforce actively fighting you on strategy? Just for the wild ride you also decide to commit yourself to a hopelessly ambitious timetable in order to provide an incentive for the team to focus. And before you get the project underway you wildly over-claim the benefits.
Answer this case as if you were spending your own money and then choose one of the options. You should be able to articulate your reasoning in no more than a single paragraph.