Getting more out your ILM discussions with a Strategic Case on a Page

Investment logic mapping (ILM) helps to tell a clear a concise story of the logic of an investment, but it often doesn’t capture the richer story elicited during the workshops.
Used in tandem with an ILM, a strategic case on a page communicates the broader strategic context and compelling case for investment.

Investment logic mapping (ILM) helps to tell a clear a concise story of the logic of an investment, but it often doesn’t capture the richer story elicited during the workshops. Used in tandem with an ILM, a strategic case on a page communicates the broader strategic context and compelling case for investment.

Unrestricted by format and easier to digest, it tells a more nuanced story, which can be used to support communication to a wider audience.

In developing the strategic case on a page, you and your team can get ahead of the business case process, as the strategic case will be largely defined. It can also help investment decision makers determine the value of an investment, before thousands, if not tens of thousands are committed to developing a full business case.

Our customers have found a strategic case on a page particularly helpful in:

  • Gaining buy-in from stakeholders and decision makers.
  • Guiding programme investment decisions
  • Illustrating alignment to indirect benefits, supporting strategies and organisational priorities
  • Reflecting the voices of key stakeholders

There are a range of purposes for the reverse side of a Strategic Case on a Page, including:

  • Summarising the other cases of the business case.
  • Bringing the story to life with case studies.
  • Describing how the initiative will achieve the outcomes with an intervention logic map.
  • Supporting governance groups to make informed investment decisions.

Here Karen Tregaskis talks about how it works:


See some of the examples we’ve produced here.

Get in contact with us today, if you think a strategic case on a page could help tell your investment story.

About the Author

 

Karen is a Founding Partner of Tregaskis Brown. She is a sought-after advisor to executive teams on the governance and effective control of portfolios and major programmes of change.  She is valued by her clients for her ability to challenge their thinking and encourage fresh ways of looking at strategic issues.

Many have relied on Karen’s expertise to re-design corporate and change governance models, improve the quality of investment decision-making, governance and management, develop effective strategic and business plans and review under-performing areas of business.

One of New Zealand’s first accredited ILM (Investment Logic Mapping) facilitators (2010), her extensive experience means she is often asked to facilitate more challenging investment discussions or those involving top-level executives.