Module 18
You’ve done the workshop, you’ve done the pre-work for today, now is your chance to really get critical, to question, to poke and prod until you have shaped exactly what you need (don’t worry, we’ll explore any refinements too). If the workshop was research, intelligence gathering, the collation of contributions, this is the deeper discussion, a chance to tease out every angle, very honestly, and get right to the bottom.
No disruptions!
One of the toughest challenges for execs is getting time to focus uninterrupted, but to succeed in these sessions, uninterrupted time is everything.
Openness
This is your final point of deliberation when it comes to very important decisions. Be open, critical, debate, leave no stone unturned.
Space
A big flipboard or white board helps keep the ideas flowing and unrestrained. Space to think, deliberate, test and jot down every thought is important!
This is a genuinely exciting moment.
You’ve now got several business cases on the table, each one the product of imagination, hard thinking, and strategic ambition. But ideas alone don’t drive a business forward. This session is where executive leadership sharpens those ideas and makes real decisions.
It’s not just about yes or no. It’s about interrogating the details, surfacing blind spots, testing feasibility, and strengthening the thinking. As a team, you’re here to challenge each proposal constructively: to stress-test, refine, and ultimately determine which ideas have what it takes to earn executive backing.
You’ll do this collaboratively, sharing the notes and reflections you made in your pre-work review, surfacing key questions and concerns, and discussing each initiative’s real potential across the 3Ps. The goal isn’t just alignment, it’s clarity. You’re not just deciding what to back, but what needs to change to make these initiatives truly executable.
This isn’t a formality. It’s a critical step in transforming good intentions into real, lasting growth.
Review the business cases together.
As an executive team, share and compare your notes from your own assessment of each business case.
Jot down key questions, concerns and ideas, and discuss their impact and potential mitigation.
Record notes on any changes required to the business cases, any ideas or additions, any questions or concerns that still require answers, and ultimately, if those are addressed adequately, if there is an initial inclination to approve the initiative.
