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How Stage Gate + Framing Give Prosci + Adkar a Strategic Edge Change management has never been more in demand. Scroll through LinkedIn and you’ll find hundreds of job openings for   Change Managers   -across every sector: digital transformation, sustainability, technology adoption, cultural change, mergers, and restructures. Organizations know that transformation fails without people who can lead it. But here’s the truth:   change management alone is no longer enough. If you want to create a competitive advantage as a change professional, you need to master not only   Prosci and ADKAR , but also   Stage Gate and Opportunity Framing   and, more importantly, know how to explain the difference. What Is Prosci and the ADKAR Model? Prosci is one of the world’s leading authorities in change management research and training. Its two core frameworks are: The ADKAR Model   - which focuses on   individual change   through five elements:   A – Awareness:  understanding why the change is needed  D – Desire:  wanting to support the change  K – Knowledge:  knowing how to change  A – Ability:  being able to implement new skills or behaviors  R – Reinforcement:  sustaining the change over time The Three-Phase Organizational Change Process , which helps structure how change is implemented at scale:   Phase 1 – Prepare Approach:  define approach, impact, success Phase 2 – Manage Change:  engage stakeholders, execute plans, and monitor progress  Phase 3 – Sustain Outcomes:  review performance, measure results, and ensure longevity Together, these frameworks provide a strong foundation for   PEOPLE-DRIVEN CHANGE . But they assume that the   initiative itself is already well-defined and strategically aligned   - and that’s often where the trouble begins. The Limitations of Traditional Change Management Even well-structured change programs fail when the   wrong   project or unclear goals are pursued.   Common mistakes include: Jumping straight into communications and training before validating the business problem. Assuming executive alignment that isn’t really there. Confusing activity with progress - “managing” a change that lacks strategic clarity. Ignoring decision-making and governance as part of the change process. Treating change management as an  add-on , rather than part of the organization’s decision framework.   In many cases, these failures could have been avoided if the initiative had been   framed and governed correctly at the front end. Where Stage Gate + Opportunity Framing Fit In The   Stage Gate process   provides the governance and decision discipline that complements Prosci’s people focus. It divides a project into   phases , separated by   gates   where leadership reviews value, alignment, and readiness before approving the next step. Typical stages include: Assess:  What problem or opportunity exists? Where is the value going to come from? Concept:  What is the best option to pursue? Develop:  Prepare and resource the plan. Execute:  Implement the change. Operate:  Measure benefits and ensure sustainability. Opportunity Framing   supports this by ensuring that   before any execution begins , leaders and stakeholders are aligned on: The real problem or opportunity What success looks like The range of possible options and decision criteria The key risks, assumptions, and givens Who will make decisions and when What's the min amount of work required to realize the change Together, Stage Gate and Framing ensure that   the right change is being pursued , not just that people are adapting to it.   How They Complement Prosci’s 3-Phase Process   Stage Gate and Opportunity Framing perfectly complement Prosci’s three-phase change process by adding structure and strategic clarity to each step: This integration bridges the gap between organizational decision-making and people adoption - ensuring that both are addressed together, not separately. How Framing Facilitators and Change Managers Work Together A   framing facilitator   helps kick-start the change before the formal change management process begins:   Before the Change (Framing + Early Gates)  Facilitator brings leaders and stakeholders together to define the opportunity. Strategic alignment and value proposition are clarified. Key decisions, givens, and risks are identified. The outcome is a clear roadmap approved at Gate 1 and Gate 2. During the Change (ADKAR + Mid Gates)  Change managers use ADKAR to guide awareness, desire, knowledge, and ability. Stage Gate checkpoints include reviews of both  technical  and  human readiness. After Implementation (Operate + Reinforcement)  Reinforcement plans are aligned with the final gate review. Lessons learned feed into future opportunity framing sessions. This partnership transforms change management from a reactive support function into a strategic enabler of value.   Real-World Examples 1. Digital Transformation in a Manufacturing Company  A manufacturer launched an enterprise software rollout to “standardize operations.” Despite heavy investment in training, adoption was poor. A midstream   Opportunity Framing session   revealed that leadership had never agreed on what “standardization” meant. After reframing and resetting through the   Stage Gate roadmap , executives defined clear goals and criteria for success. Once aligned, the change manager applied   Prosci’s three-phase approach   - engaging stakeholders, managing transition, and reinforcing new behaviors. Within six months, user adoption increased by 70% and efficiency targets were met.   2. Culture Change in an Energy Company An energy company launched a “safety-first” initiative. Communication campaigns rolled out, but behavior didn’t change. A   framing facilitator   was brought in to redefine the opportunity. The goal shifted from “compliance improvement” to “empowering safe decision-making.” This new frame shaped leadership messages, engagement plans, and metrics. Stage Gate governance ensured readiness reviews considered both process and behavioral change, while the   ADKAR model   supported employees through awareness, desire, and reinforcement. Within a year, incidents dropped, and engagement scores rose across all departments. Why This Combination Creates a Competitive Advantage   Change managers who integrate   Stage Gate and Opportunity Framing   with   Prosci’s process   stand out because they: Enter projects earlier, helping define the change - not just deliver it. Bridge strategy, governance, and people adoption. Speak the language of executives and sponsors, focusing on decision quality and value. Build credibility by aligning people readiness with project readiness. Prevent wasted effort on misaligned initiatives. This is how change managers evolve into change strategists and decision enablers - the professionals organizations truly need in an era of constant transformation. The Bottom Line LinkedIn may be full of jobs for Change Managers. But the ones who will stand out and shape the future of transformation - are those who can confidently say:   “I don’t just manage change. I help organizations frame it, decide on it, and deliver it - with clarity and alignment.” If that’s the kind of leader you want to become,   👉   check out our course  Mastering the Decision Gate Process  - now available at a One-More-Day Special Price. Go to  https://academy.wilson.biz/ You’ll learn how to combine Stage Gate and Framing can become a powerful approach that drives clarity, alignment, and measurable results. Because true change leadership doesn’t start with communication. It starts with framing the right change. #stagegateprecess #decisiongateprocess #changemanagement #opportunityframing Mastering The Decision Gate Process Training Program

Why Most Strategic Initiatives Fail Organizations across every industry are racing to implement   AI , digitize processes, or roll out new strategic initiatives. Yet, studies show that   over 95% of AI projects fail   ( Forbes ) to deliver the expected results. The problem isn’t the technology - it’s the lack of  alignment, clarity, and governance  before execution even starts. The Common Mistakes Jumping Straight to Execution  Teams often start coding, automating, or piloting before defining what success actually looks like. Without shared understanding of the problem, stakeholders pull in different directions. Fuzzy Value Proposition  Many initiatives start under a vague goal like “innovation” or “efficiency.” But unless the  value proposition  is clearly defined - how it will save money, create advantage, or reduce risk - there’s no way to measure success or justify the next investment. No Clear Governance or Decision Points  Projects drag on because nobody defined what needs to be completed to move forward, or who approves each stage. Without milestones, progress turns into motion. The Real Challenge Strategic initiatives can start from many directions - a strategic planning cycle, a CEO or board directive, market pressure to innovate faster, government regulations driving compliance or sustainability, or competitive disruptions demanding a rapid response. The issue? By the time these initiatives reach execution, the intent is often clear but the   frame   is not. Across industries, leaders are facing similar struggles: Competing initiatives with overlapping objectives Unclear ownership and inconsistent reporting Lack of measurable outcomes or value realization No shared language between strategy, IT, and operations This is especially visible in AI implementations, ESG programs, and company-wide digital transformations, where enthusiasm is high but direction is unclear. A Better Way - Treat Strategic Initiatives Like Projects Even if it’s not building a plant or pipeline, every strategic initiative deserves the same rigor as a capital project. The   Decision Gate Process (DGP)   and   Opportunity Framing (OF)   provide a structured way to create clarity, manage uncertainty, and guide investments step by step. Below is a simplified overview of how it works. The Decision Gate Framework Stage 1 – Screen the Opportunity (Assess) Purpose:   Identify potential initiatives and assess whether they are worth exploring. This is where ideas from strategy sessions, CEOs, or market pressures are captured and quickly screened for value and alignment. Gate 1 – Assess Gate   Decision-makers ask: Does this opportunity align with our strategy? Is it big enough to matter? Should we allocate resources to investigate further? What is the value proposition? What is a high - level roadmap? If yes, the initiative moves to full framing and concept development. Stage 2 – Frame and Select the Concept Purpose:   Understand the problem, frame the opportunity, and explore solution options. Here, teams use   Opportunity Framing workshops   to align stakeholders, define success, identify uncertainties, and decide which options should be developed. Gate 2 – Concept Gate   Decision-makers ask: Have we clearly defined the problem and objective? Have we compared alternative approaches or technologies? Do we have confidence in the preferred path forward? This gate ensures the organization is investing in the   right   idea and the  right solution   before development begins. Stage 3 – Develop the Concept Purpose:   Turn the selected concept into a viable plan. This stage includes detailed design, business case development, risk assessments, and stakeholder engagement. It’s where assumptions from framing are tested and refined. Gate 3 – Develop Gate   Decision-makers ask: Is the business case sound and supported by data? Are risks understood and mitigated? Are we ready to commit to full execution? Passing this gate often unlocks significant investment or pilot implementation. Stage 4 – Execute Purpose:   Deliver the solution or implement the system, guided by clear scope, schedule, and KPIs. For AI or digital initiatives, this means coding, testing, integrating, and validating outcomes against the framed objectives. Gate 4 – Execution Gate   Decision-makers ask: Is implementation meeting quality, cost, and schedule expectations? Are benefits being realized as planned? Are we ready to move to operational handover? Stage 5 – Operate and Optimize Purpose:   Embed, measure, and improve. This is where the initiative becomes part of daily operations, and lessons learned are captured to improve future decisions. Gate 5 – Operate Gate   Decision-makers ask: Are the expected benefits being achieved? Are there opportunities to optimize or scale further? What lessons can be applied to the next cycle? Examples of How It Works Example 1: AI Implementation   A global company rushed to deploy AI tools across departments. Six months later, there was no adoption and no measurable improvement. After reframing the initiative, they realized each team had a different definition of “success.” By applying the Decision Gate Process, they: Re-defined the business problem (“improve customer service response time by 50%”) Clarified value metrics and governance Set up staged gates:  Assess → Concept → Develop→ Execute → Operate.  The result? Clear accountability, measurable impact, and stakeholder confidence. Example 2: Company-Wide Reporting Tool   An organization wanted to integrate a single reporting system across all business units. Initially, each department had its own tools, data definitions, and priorities — chaos. Through Opportunity Framing, the team: Agreed on the value proposition: “One source of truth for decision-making.” Identified integration risks and data dependencies. Defined phased delivery: Assess  → Concept (Requirements )→ Develop → Execute (Pilot Sites) → Operate (Rollout)→ Optimization.  At each gate, they checked data readiness, user adoption, and business impact. What started as a messy IT rollout became a structured transformation with clarity and buy-in from every unit. Example 3: Sustainability Roadmap   A manufacturer committed to cutting emissions by 40% by 2030. Through framing and the Decision Gate Process, they: Broke down the goal into specific, achievable phases Prioritized high-impact opportunities first Set gates for review, validation, and assurance This turned a bold statement into a practical, fundable strategy. Inside Each Phase - Use the Right Methods Each stage of the Decision Gate Process can use methodologies that best fit the work: Design Thinking  for innovation and ideation Lean and Agile  for rapid validation Management System Risk and Assurance Reviews  for confidence before major investments The methods may vary but the process of aligning, framing, deciding, and governing stays consistent. The Opportunity Ahead When applied to strategic initiatives, the Decision Gate Process and Opportunity Framing: Turn uncertainty into structured progress Engage leaders and teams early to prevent rework Create a shared language for governance and decision-making Deliver clarity and accountability from idea to execution This is how the most effective organizations turn bold ideas into lasting impact. Building the Capability Our   training program   helps teams and leaders: Learn a shared language for governance and decisions Apply the stage gate process to strategic, digital, and AI initiatives Use framing tools to align stakeholders and clarify value Build clear roadmaps that connect strategy to execution Because no matter how advanced the technology, success starts with clarity, alignment, and governance. So,  don’t rush into AI or digital transformation.   Frame it first.  Decide with clarity.   Deliver with confidence. www.wilson.biz #aiprojects #stagegateprocess #decisiongateprocess #opportunityframing #facilitation #strategicinitiatives

Decision Gate / Stage Gate Process Training 101 Every year, billions of dollars are wasted on capital projects that never deliver the promised value. Why? Because they start running before anyone checks whether they're running in the right direction. That's where the Stage Gate (or Decision Gate Process) comes in - a proven governance framework used by the world's top-performing organizations to make better investment decisions, reduce waste, and align teams before committing resources. If you're a project executive, this isn't just another process - it's your best tool for protecting capital, building confidence, and driving project success.  1. The Core Principles of the Decision Gate / Stage Gate Process At its heart, the Decision Gate (formerly known as Stage Gate) Process is built on seven simple but powerful principles: Structured Lifecycle:  Projects move through defined phases (Assess, Concept, Develop, Execute, Operate), with key decision points - "gates" - in between. Informed Decisions:   Each gate requires evidence, not assumptions. Decisions are made based on predefined criteria, verified data, options analysis, and alignment to strategy. Scalability:   The level of rigor matches the project's complexity, cost and risk. Small projects move fast; big projects go deep. Ownership and Accountability:   Decision Review Board makes the decision. The sponsor owns the decision. The team owns the quality of inputs.   Assurance and Transparency:   Independent reviews ensure readiness, risk visibility, and clarity of outcomes before proceeding. Continuous Learning:   Lessons learned are captured at every stage to build organizational capability. Framing   – Before moving forward, the team must pause to ask the right questions:   What problem are we solving? What does success look like? What options exist? What are we choosing not to do?  Framing provides the foundation for every phase that follows - ensuring clarity, alignment, and purpose from the very beginning. These principles transform chaos into clarity and help organizations move from reactive firefighting to proactive decision-making. 2. Early Project Planning: The Missing Link in Traditional Project Management For decades, project professionals have relied on the traditional project lifecycle: Initiation, Planning, Execution, Monitoring, and Closure. While this framework provides structure for delivery, it has a critical gap - it assumes the right project has already been identified and approved. That assumption is where billions of dollars disappear. As one veteran project director from a major energy company puts it:   "We used to think project initiation meant assigning a project manager and opening a budget code. We learned the hard way that real initiation happens much earlier - before anyone even knows what the project should be." What Traditional Initiation Misses In the traditional model, initiation typically includes: Developing a project charter Identifying stakeholders Assigning team members Establishing baseline budgets and schedules But notice what's absent:   strategic alignment, problem definition, options evaluation, and decision framing. The Decision Gate Process fills this gap by expanding what should be included in project initiation. It recognizes that before you initiate execution, you must first initiate thinking. The Expanded Initiation: Assess and Concept Phases The Decision Gate Process introduces two critical phases that occur before traditional project initiation: Assess Phase:   Where opportunities are identified, problems are defined, and strategic alignment is confirmed. This is where organizations ask: "Should we even be considering this?" Concept Phase:   Where multiple options are evaluated, value drivers are analyzed, and the best path forward is chosen. This is where teams answer: "What's the right solution, and why?" Only after successfully passing through these gates does the project enter what traditional frameworks call "initiation" which in the Decision Gate model is actually the Develop Phase. As a senior portfolio manager from a global mining company notes:   "Once we started treating the Assess and Concept phases as part of our project lifecycle, we were finally solving the right problems instead of perfectly executing the wrong solutions." 3. The Role of Framing: The Foundation of Every Successful Project Before any project should begin, it must be framed - not just defined. Framing ensures everyone understands why the project exists, what problem it's solving, what success looks like, and what options exist. In a Framing Workshop, the leadership team aligns on: The Opportunity Statement:   What problem are we solving and why now? Definition of Success:   What does success look like for the business and stakeholders? Decision Hierarchy:   What key decisions need to be made, and by when? Value Drivers and Risks:   Where is the value created or destroyed? Options and Assumptions:   What are we choosing not to do and why? When done well, framing prevents teams from solving the wrong problem or designing the wrong solution - the two most expensive mistakes in project management. How Framing Connects to Traditional Project Initiation For organizations using traditional project management methodologies, framing can be seamlessly integrated as an enhanced front-end to the initiation phase. Think of it this way: Traditional Initiation:  Starts with a defined solution and focuses on how to deliver it Framing plus Initiation:  Starts with a defined problem and explores what should be delivered before committing to how This expanded view transforms initiation from an administrative task into a strategic value-creation activity. 4. Common Mistakes (and Why They Happen) Even experienced executives fall into predictable traps. Here are the most common ones: Rushing to Execution "We don't have time to slow down." Ironically, this mindset delays projects more than anything else. Skipping early-stage alignment creates rework, redesign, and stakeholder pushback later. Organizations that invest in proper framing and early planning consistently deliver projects faster and with fewer changes. Mistaking Deliverables for Decisions Teams often focus on producing documents rather than driving clarity. They hand over thick reports but can't answer: "What decision are we trying to make?" The Decision Gate Process reorients teams toward decision-making, not document production. Poor Integration Between Business and Projects The business strategy says one thing; the project team builds another. Misalignment between corporate priorities and execution goals creates frustration, cost, and wasted effort. Early planning and framing create the bridge between strategy and execution. Overconfidence and Bias Teams fall in love with their first solution or feel pressured to "just move forward." Without structured challenge and assurance, risk and optimism bias go unchecked. Independent gate reviews provide the necessary checks and balances. 5. Common Misconceptions About the Decision Gate Process "It's bureaucratic."   Only if you make it that way. A well-designed process is light, scalable, and focused on decisions, not paperwork. "It slows us down."   It actually accelerates delivery by eliminating confusion and rework. Think slow early, fast later. "It's for big projects only."   Not true. The Decision Gate approach can be tailored to any size - from a $1M improvement to a $10B mega project. "It's just a checklist."   Far from it. It's a decision-making system that connects strategy, risk, and execution across the lifecycle. "It replaces our current project management methodology."   Actually, it enhances it. The Decision Gate Process provides the strategic front-end that most traditional project lifecycles lack, creating a seamless flow from opportunity identification through project closure. 6. The Mindset Shift: From Deliverables-Driven to Decision-Driven Most organizations still measure progress by how many reports are written or reviews completed. That's deliverables-driven thinking. Decision-driven leaders, however, ask a different question:   "Have we made the right decisions, with the right people, at the right time?" This shift changes everything. It's not about producing information - it's about using information to decide what's next. Decision-driven leaders: Focus on clarity over completeness Involve the right stakeholders early Prioritize learning before committing Treat each gate as a value checkpoint, not a paperwork hurdle This is how world-class operators achieve predictable performance and capital efficiency. A project controls manager from a Fortune 500 company observes:   "When we shifted from asking 'Is the document complete?' to asking 'Can we make a confident decision?', our gate reviews became forty percent shorter and infinitely more valuable." 7. Why It Matters Now In today's environment of compressed schedules, remote teams, and AI-driven data, the ability to make fast, high-quality decisions is a competitive advantage.   The Decision Gate Process helps you: Reduce risk before committing capital Align cross-functional teams early Build transparent accountability Deliver predictable, measurable outcomes Bridge the gap between strategic intent and project execution Expand traditional project initiation to include proper framing and options analysis It's not just governance - it's leadership in action. As one executive sponsor summarizes:   "The Decision Gate Process gave us what the traditional project lifecycle couldn't: confidence that we're doing the right project, not just doing the project right." 8. Take the Next Step If you're ready to elevate how your organization makes decisions, explore our online course: "Mastering the Decision Gate Process." You'll learn: The core principles of the process How to design scalable governance for your organization How to lead effective gate reviews How to lead opportunity framing workshops How to create a culture that's decision-driven - not document-driven How to expand traditional project initiation to include strategic framing This course has been validated by the Project Management Institute (PMI) for 5.7 PDUs and endorsed by former executives from Shell, BHP, and Woodside.   Click   here   to learn more and enroll today. www.wilson.biz #stagegateprocess #decisiongateprocess #stagegatetraining #wilsonbiz #opportunityframing

People support what they help to create. That line isn’t just inspirational - it’s the fastest shortcut I know to real buy‑in. Because the slow path? It looks like this: endless 1‑1s, alignment “tours,” and months of meetings where energy leaks and inspiration dies. By the time everyone agrees, nobody has the spark left to build. PMI’s research shows how costly misalignment can be: organizations on average  waste ~5% of investment due to poor project performance , and those that don’t build “power skills” (communication, leadership, stakeholder influence) lose almost   twice as much   when projects do fail (click here for more >>   Project Management Institute+1 ) For capital projects, the stakes are even higher.   Ed Merrow’s IPA-backed analysis found   ~65% of industrial megaprojects   (>$1B) fail to meet their business objectives. That’s not a talent problem—it’s a front‑end alignment problem (click here to read more >>   E-Bookshelf Wiley Online   Libraryappel.nasa.gov )   Why Alignment Drags On (and How It Feels) Let’s tell the truth about the drain: Weeks blur into months of “alignment” meetings. Leaders stop showing up with curiosity and start showing up with compliance. Functions guard their corners because roles feel threatened. Teams roll out AI tools or new reporting dashboards in isolation, each hoping to fix “their part” and miss the chance to create a system that actually sings. Fifteen years ago, in Australia, I stumbled into   facilitated alignment workshops   - and everything clicked. This toolbox shouldn’t be reserved for facilitators. It belongs to   everyone   who supports projects - risk and assurance leads, sponsors, finance, engineering, ops.   Because the right workshop can do in  days  what months of meetings can’t: help people feel  heard, seen, and understood  about the  current reality  and a  shared future . Alignment isn’t unanimous agreement on every bullet; it’s falling in love with the  same big picture  and choosing to hold that vision together. The details fall into place once the picture is shared.   The Two Biggest (Fixable) Gaps in Buy‑In   1) The Knowledge Gap Too often, nobody explains - clearly -  what the Stage Gate process actually is : the scope, the minimum requirements at each gate, who decides what, and how governance speeds (not slows) decisions. High‑quality training is rare, so conversations get fuzzy and resistance grows. That’s exactly why we built  Leading Capital Projects  Training Program - so leaders can quickly grasp the essentials (short, plain‑language modules) and immediately map them to their world. When people understand the mechanism, they stop resisting and start  using  it. Confusion is expensive. Clarity pays for itself. 2) Roles & Ownership (Define Early) Leaders resist when visibility or influence feels at risk. The antidote:  name roles and owners early - before the first workshop.  Who sponsors? Who owns the governance package? Who signs off at each gate? Who assures? Who facilitates? When roles are explicit, turf wars disappear and progress accelerates. The Two‑Workshop Model That Shrinks Months into Days   You can run these as  two separate sessions  or compress into a  single 2‑day  intensive. A) Current State Workshop (Paint the Picture)   Purpose: Build empathy and a shared map of reality. What we answer - together: Who we are  (capabilities, constraints, culture). What we do  (customers, processes, interfaces, data/reporting flows). Where we’ve come from  (performance, lessons learned, legacy systems). How we actually work today  (handoffs, pain points, rework, delays). Why change now  (case for change grounded in business outcomes). Outputs: A vivid  current‑state map  across functions. The  case for change , owned by the room. Priority  issues & risks , notated by owners.   Psychological safety is non‑negotiable here. When people can say the hard things safely, silos soften and speed shows up. B) Leadership Alignment Workshop (Choose the Future) Purpose: Align on the big picture and choose what to build. What we answer - together: Bold vision : What will be different once Stage Gate is in place? Competitive advantage : What cross‑functional visibility will we gain? How will this impact our customers, our performance, culture. Constraints : Cultural, social, and process blockers we’ll address head‑on. Focus : What we will (and won’t) do first; sequencing that sticks. Governance : The backbone - gates, stages, criteria, decision rights, assurance. Ownership : Named owners for decisions, deliverables, and outcomes.   Outputs: A shared  future‑state storyboard  (what “great” looks like). A  prioritized roadmap  (90‑day, 6‑month, 12‑month). Agreement on the  Governance Package  scope and authors. Explicit  roles & RACI  for each gate. “The moment everyone sees the same picture, momentum beats resistance.” Why Workshops Work (and Why They’re Fun) Seen & heard → aligned : People buy into what they helped shape. Whole system in one room : AI/reporting/ops/finance stop optimizing in silos and start composing a single score. Faster path to value : Decisions that took months become days because context is shared, not re‑explained meeting after meeting. Culture shift : Repeated workshops normalize open dialogue; the org becomes safer, sharper, more inclusive.  The 6‑Step Stage Gate Implementation (Milestones & Outcomes)  People trust what they can   see . Make the journey real (here is our latest example): Leadership Alignment (Kickoff, Month 1)  Milestones: Sponsor named; vision framed; decision rights sketched. Outcomes: Shared ambition; agreement on roles to draft; workshop dates set. Current State Assessment (Month 1-2)  Milestones: Current State Workshop; issues log; value drivers agreed. Outcomes: Case for change; cross‑functional map; quick wins list. Future State & Focus (Month 2-3)  Milestones: Leadership Alignment Workshop; scope boundaries; “not now” list. Outcomes: Future‑state storyboard; sequenced roadmap; RACI draft. Governance Package Build (Month 3-4 scalable)  Milestones: Gate criteria, deliverables, templates, assurance plan. Outcomes:  Stage Gate Governance Package  ready for pilot. Train & Build Capability (Month 4-5)  Milestones: Pilot project(s); coaching and training; leaders trained, feedback loop. Outcomes: Adjusted package; embedding practices, building capabilities Launch & Support (ongoing)  Milestones: Leaders trained (short video modules), facilitators upskilled, internal champions network, online support portal. Outcomes: Embedded practice; internal workshop capability; repeatable success.   Governance isn’t red tape - it’s how you make  better  bets, faster.”   Training that Closes the Knowledge Gap (Without Overload) Leaders rarely resist on purpose; they resist what they don’t understand. We give execs and boards short, plain‑language videos that explain Stage Gate essentials (gates, criteria, decision quality, assurance) so they can see how this improves capital allocation and risk.   That’s why we built   Leading Capital Projects   - quick comprehension, real‑world application, and a peer group to keep the momentum going.   The Bottom Line Alignment isn’t unanimous - it’s a shared vision. Buy‑in happens when people feel heard, seen, and understood about the  current  and the  future . Define roles and ownership early to remove fear. Replace months of meetings with two targeted workshops that create clarity, energy, and a practical path forward. Show the 6‑step journey with milestones so the process feels real, not endless. Teach the basics - close the knowledge gap and watch resistance turn into advocacy. If you want to go fast, go alone. If you want to go far, go together.   Far   and   fast is possible - when you align the system, not just the schedule.   For more information please visit us on   www.wilson.biz   or email directly at   iwona@wilson.biz . Our new training program is available from Tuesday, August 26th 2025. #stagegateprocess #wilsonbizconsulting #decisiongateprocess #workshops

Success story Impact: “The workshop participants were impressed by Iwona’s professional and engaging delivery of the workshop and very happy with the high standard of outcomes achieved during the two days. We consider ourselves extremely fortunate to have had the opportunity to work with such a talented volunteer.” “We would like to commend Iwona for her outstanding contribution to the success of our project, which will ultimately result in strong governance standards for the Noongar corporations established as a result of the South West Native Title Settlement.” - Wayne Nannup, CEO, South West Aboriginal Land and Sea Council Context and Challenges The South West Aboriginal Land and Sea Council (SWALSC) represents the Noongar people, the Aboriginal Australians of the southwest corner of Western Australia. Established in 2001 and incorporated under the Corporations (Aboriginal and Torres Strait Islander) Act 2006, SWALSC’s role is critical: Assisting the Noongar people with native title claims and Indigenous land use agreements Supporting Noongar culture, knowledge, and heritag e Managing initiatives such as the Kaartdijin Noongar  (“Noongar Knowledge”) website With the rapidly changing environment, growing demand for services, and the historic South West Native Title Settlement  on the horizon, the Council faced a pressing need to: Reinvigorate the entire organization Identify new strategic directions Strengthen governance and management systems Ensure long-term sustainability for Noongar corporations Project Objectives The two-day workshop was designed and facilitated to deliver the following outcomes: A clear understanding of the current state, including strengths, weaknesses, opportunities, and threats Development of a new vision, with clear purpose, values, and behaviors to guide future work Identification of strategic directions for the next 1–3 years Establishment of a management system structure, including policies, objectives, and scope Team engagement and commitment to work together and address the challenges ahead Approach A facilitative approach was applied throughout the workshop to ensure genuine participation and ownership of the outcomes. Key elements included: Groundwork for collaboration – setting up processes that ensured every voice was heard Structured dialogue tools – to surface challenges, align perspectives, and prioritize issues Visioning exercises – enabling participants to co-create the future direction of the organization Action planning – turning big ideas into clear, practical next steps The facilitator’s role was not to provide answers but to design an environment where participants could generate their own solutions, creating both clarity and buy-in. Results The workshop delivered: A renewed vision and purpose for the organization Clearly articulated strategic priorities for the next three years Agreement on a governance and management structure to support effective operations Stronger engagement and unity among team members, creating a foundation for future collaboration Perhaps most importantly, the process built confidence and ownership among participants, ensuring that the strategies developed were not just words on paper but a roadmap embraced by those responsible for implementation. Why This Matters This success story highlights the power of facilitation in complex organizational settings. By creating a safe, structured space for honest dialogue, facilitators can help organizations: Clarify vision and strategy Strengthen governance Build team commitment Ensure sustainable impact for the communities they serve In the case of SWALSC, the facilitative process supported not just an organization, but the future governance of Noongar corporations - a legacy of empowerment and self-determination.

Implementing a cross-departmental governance process is often met with resistance and for good reason. Most organizations fear it’ll take too long, eat up too many resources, and become just another “framework” that doesn’t stick. And frankly? Many do. Some companies never get started. Others spend years tweaking internal versions that never gain traction. Some rely entirely on internal staff - only to lose momentum, clarity, or direction halfway through. At   Wilson Biz Consulting , we offer a different path: A  Simplified Stage Gate Process  that’s fully implemented in just  6 months . It ’s fast. It’s practical. And it builds internal capability without overwhelming your team. Why Our Approach Works When Others Fail Most implementations fail because they focus on too much, too soon. We focus on what matters most: Implementing the  key principles  of the Stage Gate Process Helping teams understand how the system works - not just handing over documents Clarifying  roles , decision points, and expectations Embedding only the  minimum requirements  needed to see results fast Prioritizing the tools and behaviors that have the  biggest impact  on governance, alignment, and delivery And we go one step further. We introduce a powerful element most companies are missing:   Opportunity Framing Workshops   - designed to engage your teams early, align decision-makers, and reduce the time wasted in drawn-out prep and endless meetings. The 6-Month Implementation Roadmap Here’s how we are doing it - step by step. Step 1: Align Sponsors The challenge:   Many implementations fail because leadership isn’t aligned from the start. Our approach:   We create a  shared vision  with your executive team. We define what success looks like, align on why this change matters, and co-design a clear launch plan. Step 2: Current State Review The challenge:   Most teams try to fix problems before they understand what’s broken. Our approach:   We conduct interviews, review current processes, and deliver a  Gap Analysis Report - so we know where to focus our energy and avoid reinventing the wheel. Step 3: Shared Vision & Roadmap The challenge:   Many frameworks are pushed onto teams without their input. Our approach:   We  co-create your roadmap  with you - so everyone has a stake in the change. We define realistic milestones and momentum-building actions.   Step 4: Governance Toolkit Development The challenge:   Most toolkits are too bulky and complex to use. Our approach:   We do the  heavy lifting  for you - customizing procedures, developing visual flowcharts, simplifying deliverables, and making it easy for teams to apply governance from Day 1. Step 5: Training & Capability Building The challenge:   One-off training sessions rarely change behavior. Our approach:   We provide  hands-on training , small group coaching, and access to our  online portal  with explainer videos, lessons, and live Q&A sessions to reinforce adoption and confidence. Step 6: Launch & Live Support The challenge:   Many implementations lose steam right after rollout. Our approach:   We support your launch with an online community portal access, private forum, online course “Mastering Decision Gate Process” and follow up services.   And yes - we come and go. We don’t stay forever. But we leave behind a team that’s ready and confident.   Mistakes Most Companies Make (and How We Avoid Them): ❌   Never starting   - waiting for the “perfect time” that never comes ❌   Taking years   to define and roll out processes that never get used ❌   Over-relying on internal staff , who already have full workloads ❌   Dumping templates   on teams without real training ❌   Thinking more complexity = better governance ❌   Not involving the people who will use the process The Truth Structure doesn’t slow you down. It gives you the clarity to move faster - with fewer mistakes. We are a network of Associates who have worked on capital projects in Australia, the UK, and the US. We’ve seen what works. We’ve seen what doesn’t. This is   not just another framework.   It’s a proven process used by the world’s most successful projects—refined for speed, simplicity, and buy-in. Let’s Build It Together If you want to reduce rework, align faster, and make better investment decisions... You don’t need years. You need   6 months. Visit   www.wilson.biz   Or DM me to book a 1:1 call.

We’ve all heard it. Someone walks out of a meeting, sighs, and mutters: “That could have been an email.” The problem isn’t just wasted time - it’s lost focus, disengaged employees, and slower decision-making. Meetings are expensive. Every time you pull people into a room (or onto Zoom), you’re taking away hours they could spend doing real work. So how do you know when to call a meeting and when to just send an email? When to Send an Email If the purpose is information sharing, a meeting is overkill. Written communication works better because it gives people time to process, respond when they’re ready, and keep a record for reference. Examples: Project updates and status reports Confirming logistics, deadlines, or decisions already made Sharing policies, announcements, or background reading Providing data or documents that don’t require live discussion Email rule of thumb:  If no discussion or decision is needed, don’t schedule a meeting. When to Call a Meeting Meetings are powerful when the goal is interaction, alignment, or decision-making. This is where human connection and group intelligence matter. Examples: Brainstorming solutions to a problem Aligning stakeholders on a new direction or strategy Exploring options, trade-offs, and risks Resolving conflict or addressing misunderstandings Making high-stakes decisions where buy-in is critical In these situations, an email won’t cut it - you need dialogue, nuance, and sometimes a facilitator to keep the process productive. The Hidden Cost of Bad Meetings The issue isn’t just having too many meetings - it’s having poorly designed ones. No clear purpose or agenda Too many people invited “just in case” Dominant voices drowning out others No clear outcomes or follow-up This is why so many people leave meetings feeling drained instead of energized. The time together wasn’t used wisely. A Facilitator’s Perspective As a facilitator, I always encourage leaders to ask themselves three questions before scheduling a meeting: What is the real purpose? (Information or interaction?) What do I need from participants? (Awareness, input, or a decision?) What’s the best process to achieve that? (Email, memo, workshop, or facilitated meeting?) What are the probable issues that we already know of? What is the final product? (what's expected as a result?) When leaders choose wisely, two things happen: People trust that meetings are worth their time. Decisions become faster, clearer, and more widely supported. Final Thought Meetings aren’t bad. In fact, the right meeting, designed well, is one of the most powerful tools for building clarity, alignment, and commitment. But if you’re still calling for meetings that could just be emails, you’re burning out your team and weakening your culture. Great leaders know the difference and they use facilitation to make sure every meeting earns its place on the calendar.

Have you ever wondered why some teams thrive while others struggle to survive? Consensus decision-making—so commonly used by facilitators—is often praised for building alignment and buy-in. But can it ever be a bad thing? Yes, if it slides into groupthink. What Is Groupthink and Why Does It Matter? Groupthink is one of the most dangerous blind spots at work - often invisible until it’s too late. The Merriam-Webster Dictionary defines groupthink as: “A pattern of thought characterized by self-deception, forced manufacture of consent, and conformity to group values and ethics.” First popularized in 1972 by social psychologist Irving L. Janis, groupthink describes what happens when people in a group commit to decisions they don’t truly agree with—simply to avoid tension or conflict. The result? Teams prioritize harmony over honesty, speed over depth, and consensus over clarity. That combination is a recipe for poor decision-making, costly mistakes, and sometimes catastrophic outcomes. 8 Signs Your Team Might Be Suffering from Groupthink Janis identified eight “symptoms” of groupthink. If several are present at once, your team could be in trouble: Cohesiveness over freedom  – Group unity is valued more than individual expression. Insulated atmosphere  – The team shuts itself off from outside perspectives. Biased leadership  – Leaders guide outcomes instead of remaining impartial. No evaluation framework  – Decisions are made without a standard method for testing ideas. Homogeneity  – Members share similar social backgrounds or ideologies, limiting diversity of thought. Stress pressure  – The group faces intense deadlines or external pressure to perform. Recent failures  – Previous setbacks drive the team to avoid more conflict at any cost. Moral or complex dilemmas  – Difficult issues lead to oversimplification instead of critical analysis. When these signs appear, the team’s collective intelligence shrinks instead of grows. Why Groupthink Still Happens Today Sadly, groupthink is alive and well in today’s workplace - more than ever: Remote teams may avoid conflict because it’s harder to navigate virtually. Hybrid work pressures often prioritize speed and alignment over depth. Crisis environments (economic uncertainty, rapid market shifts) tempt leaders to rush to decisions without full exploration. Consensus is not the enemy but when it becomes the goal at all costs, it can silence the most valuable voices in the room. The Role of Critical Voices Every team needs people who: Ask the hard questions Challenge assumptions Slow down decisions to evaluate options properly Point out blind spots Without them, your team risks making comfortable, fast, but shallow decisions. The goal is not consensus for its own sake - it’s to grow collective intelligence. How to Prevent Groupthink Here’s how to stop groupthink before it takes hold: Bring in a professional facilitator. A neutral party with no vested interest in the decision can design processes that encourage challenge, not just agreement. Separate idea generation from decision-making. This gives room for creativity before narrowing down options. Encourage dissent. Reward team members who raise alternative views. Test assumptions. Build in structured methods to evaluate risks and alternatives. Ask: What don’t we know? The best teams are curious before they commit. Final Thought Groupthink can turn the most intelligent, creative team into a group of people nodding and smiling while keeping their best ideas to themselves. Strong facilitation helps avoid this trap by creating psychological safety for truth speaking and a clear, logical decision-making process. So before your next critical decision, ask yourself: Are we prioritizing harmony over honesty? Do we have the right processes in place? If not, it may be time to bring in a facilitator because the cost of groupthink is always greater than the cost of healthy debate. Watch this snippet of a documentary-style video on the Challenger Space Shuttle disaster (1986) , showing how groupthink and pressure to conform led NASA teams to ignore warnings about the O-ring failure - one of the most cited real-world examples of poor decision-making caused by suppressed dissent.

Facilitation is not a profession that you study at University; rather, it is something that many people fall into, usually by chance. If you are at the start of your journey as a facilitator as it is more a journey than a career, you must know the code of ethics and values that all professional facilitators strive to follow. Preamble: Why Ethics Matter in Facilitation Facilitators are called upon to fill an impartial role in helping groups become more effective. We act as process guides, creating a balance between participation and results. The IAF emphasizes that our effectiveness is built on personal integrity and the trust we develop with those we serve. Because our work often touches sensitive issues - strategy, conflict, risk, power dynamics - it’s critical to be clear about the principles guiding us. This is not theory. It’s the lived reality of group work. Without trust, the best processes and tools will fail. With trust, groups achieve results that surprise even themselves. Statement of Values – What We Believe As group facilitators, we believe in: The inherent value of the individual  - everyone has something worth contributing. The collective wisdom of the group  – groups can generate solutions no single expert could create alone. Neutrality  – our job is not to push our views but to enable the group’s choices. Collaboration  – cooperative interaction leads to consensus and meaningful outcomes. Example:  In a mining strategy workshop, the CEO may dominate discussion. A facilitator’s role is to ensure the quiet process engineer in the corner is also heard, because often the breakthrough comes from unexpected voices. Code of Ethics in Practice 1. Client Service We are in service to our clients - not as content experts but as process guides. That means understanding expectations and designing interventions that truly help the group achieve its goals. Example:  If the group realizes mid-session that their problem is different than what they originally thought, the facilitator helps them pivot, instead of forcing the original plan. 2. Conflict of Interest Transparency is everything. If you have worked with one side of a conflict before, or if you have personal ties to a participant, disclose it. This prevents misunderstandings and protects credibility. Example:  Facilitating a session for a company where you used to work in management may not be appropriate without openly acknowledging your prior role. 3. Group Autonomy Facilitators respect the group’s right to make its own choices. We do not impose solutions, even if we think we know the “better” answer. Example:  In a project framing workshop, the facilitator resists telling the team what scope to prioritize. Instead, they guide the group to weigh trade-offs and decide. 4. Respect, Safety, Equity, and Trust This is the heart of facilitation: creating an environment where all participants can speak openly and feel valued. Example:  In a stakeholder alignment workshop, the facilitator ensures community members, contractors, and executives each have equal voice, despite differences in authority or expertise. 5. Stewardship of Process We are guardians of process, not content. That means resisting the urge to influence outcomes. If we must  share expertise, we signal clearly that we are switching roles. Example:  “I’m going to step out of my facilitator role for a moment to share some industry context. Then I’ll return to facilitation so you can decide how to use it.” 6. Confidentiality Groups trust facilitators with sensitive conversations. That trust depends on confidentiality. Example:  After a merger workshop, you do not share who expressed concerns about job security; you simply reflect back patterns without attribution. 7. Professional Development Facilitation is never “done.” We continuously learn by practicing, reflecting, and studying new methods. Example:  Many facilitators join peer learning networks, attend IAF conferences, or practice with new digital tools like Miro or Butter. What This Actually Means Facilitation is about integrity.  Groups can tell when you’re pushing an agenda. Facilitation is about neutrality.  Your value lies in helping them  discover the best way forward. Facilitation is about responsibility.  Every action - choosing a tool, asking a question - is an intervention that shapes outcomes. Facilitation is about growth.  You are never finished learning. Final Reflection Facilitation may not be a university degree, but it is a profession built on values, trust, and practice. By honoring the IAF’s Code of Ethics and applying it with integrity, facilitators can do more than “run meetings.” We can help groups see clearly, decide wisely, and move forward together - making a lasting contribution to organizations and society.

Create a psychologically safe environment for people to speak their truth and design processes where that truth speaking actually influences decisions. This is how I would describe my role as a facilitator, said Nick Preston, "Ordinary Meetings Don't Interest Me" Why Truth Speaking Is So Important The number one human desire is to be taken seriously. When you dismiss, belittle, talk over, talk down, ignore, or debate a person’s point of view without first making a genuine effort to see and understand, you cannot expect good results. Everyone- especially in group settings - wants to feel heard. When people experience being genuinely listened to, half of the conflict disappears immediately. Why? Because their first desire, to be acknowledged and taken seriously, has been met. As a facilitator, your role is to create an environment where every idea and every viewpoint is respected. Where people feel seen and heard. This is not about agreement—it’s about acknowledgment. The Facilitator’s Role in Truth Speaking Honesty and truth speaking start with the facilitator. The group takes its cue from you. If you demonstrate curiosity, neutrality, and respect for every contribution, the group will mirror those behaviors. This dynamic then extends outward—to the sponsor, the leaders in the room, and eventually to the broader organizational culture. Truth speaking is not just about allowing voices; it’s about building a culture of listening. Is Truth Speaking Able to Reduce Risk? The short answer: yes - if the environment is right. When a culture of truth speaking exists, organizations benefit from: Early identification of risks  – issues surface before they escalate. More realistic assumptions  – fewer blind spots in strategy or planning. Better problem-solving  – groups design solutions with deeper awareness. But without that environment, facilitation can become hollow. If decisions are already made before the process, or if truth is not genuinely welcomed, then the organization risks building on naïve - both the nature of the problem and the solution. This increases, rather than reduces, the risk profile. That’s why facilitation must never be used as a feel-good exercise.  It must connect truth speaking to real influence in decision-making. Final Thought Truth speaking is not soft. It is not optional. It is the foundation of effective group work and sound decision-making. A facilitator’s highest responsibility is to create safety for truth and to ensure that truth influences the outcomes that matter. Only then can organizations unlock their best ideas, reduce risks, and move forward with confidence.

What exciting times we live in! The world of work is changing rapidly, putting more focus on people and on how we can work and communicate better together. Access to new processes, technologies, globalization, and remote work allows us to connect with more people and more communities than ever before. And yet, helping groups work together effectively has never been more challenging—or more crucial to success. This is where the roles of facilitators  and trainers  come in. Both are important. Both are valuable. But they are not the same. And misunderstanding the difference often leads to failed outcomes, wasted time, or misplaced expectations. Defining Facilitation and Training The International Association of Facilitators (IAF)  defines a facilitator as: Someone who plays an impartial role in helping groups become more effective. They assume responsibility for the process, not the content, and they have no vested interest in the outcome. In contrast, a trainer (or teacher) is responsible for the content and the learning outcomes. Trainers impart knowledge, provide instruction, and ensure participants acquire new skills. They may use interactive techniques and a “facilitative approach,” but they are not facilitators in the true sense because they do have a vested interest - to make sure their participants learn. Other associations echo this distinction. The Association for Talent Development (ATD), for example, defines training as “a process designed to develop specific knowledge and skills in participants, typically with predetermined objectives.” Why People Get It Wrong The confusion arises because both facilitators and trainers engage people. Both may use interactive tools. Both may stand in front of a group. A trainer says: “I facilitated a session today” —but in reality, they taught. A manager says: “I facilitated my team’s planning” —but in reality, they led. A CEO says: “I facilitate industry relationships” —but in reality, they promote or engage. The word facilitation  has become diluted, used as a synonym for “helping” or “guiding.” But in professional practice, facilitation is a distinct discipline with its own standards, code of ethics, and methods. The Key Differences Here’s a simple way to see it: Trainer  → vested interest in learning outcomes; owns the content; provides expertise. Facilitator  → no vested interest in outcomes; owns the process; enables the group’s expertise. A trainer is measured by what the participants learn. A facilitator is measured by how well the group works together and what they produce. When to Use Each Role When to be a trainer: Teaching new skills (e.g., software, safety protocols, stage gate process basics). Building knowledge in a structured way. When clear, defined learning outcomes are required. When to be a facilitator: Aligning executives on project strategy. Engaging stakeholders in complex decisions. Surfacing risks, opportunities, or value drivers. When the outcome must emerge from the group’s shared expertise. Wearing Different Hats In reality, many professionals - like you and me - wear both hats.  You may teach participants a new method (trainer hat), then guide them to apply it in their context (facilitator hat). The key is transparency. Let people know which role you’re playing: “Right now, I’m stepping into the trainer role to share this method.” “Now, I’m switching back to facilitation to help you apply it together.” This prevents confusion and builds trust. The Future: More Facilitation, Not Less Training will always matter. But in today’s complex world, facilitation is becoming the more critical skill. Organizations don’t just need people who know - they need people who can align, decide, and move forward together. The future of leadership, project management, and organizational development lies in those who can do both - train when knowledge is required, and facilitate when alignment and collective intelligence are needed. Final Thought Trainers are not facilitators. Facilitators are not trainers. But the best professionals know when to switch hats and they make that switch intentionally, transparently, and with purpose. In the end, training builds competence. Facilitation builds collaboration. And together, they drive lasting impact.

Business Canvas Model Is your business strategy a tangled web of ideas and disconnected components? Are you trying to bring clarity to the true value proposition of your organization and how to make it sustainable? Are you feeling stuck, searching for new innovative ways to help your clients solve their problems better? This article will explore what the Business Model Canvas is, how it differs from traditional strategic planning , who can benefit from it, its nine key areas, and its potential to help startups, small and medium-sized enterprises (SMEs) and nonprofits in defining their value proposition and connecting with customers. In today's dynamic business landscape, organizations need a robust framework that allows them to quickly articulate and evaluate their business strategies effectively. The truth is: your organization might not be ready to conduct strategic planning! You might be in a moment of time when you feel unsure about your existence, the customers, the problems you solve or needs you want to satisfy. This is where the Business Model Canvas (BMC) comes into play. This is where the Business Model Canvas (BMC) comes into play. Developed by Alexander Osterwalder and Yves Pigneur, the Business Model Canvas has revolutionized the way businesses approach strategic planning and value creation. What is The Business Model Canvas? The Business Model Canvas is a visual tool that enables organization to describe, analyze, and refine their business models. It provides a holistic view of the different elements that constitute a successful business, allowing stakeholders to understand how various components interact and contribute to the overall value proposition. How is the Business Model Canvas different from Strategic Planning? While strategic planning involves developing long-term objectives and determining the vision, focus areas, measures of success and course of action to achieve them, the Business Model Canvas focuses on visually capturing and evaluating the existing (or future) business model, all on one page. Strategic planning is about bridging the gap between where you are now and where you want to be, while Business Model Canvas is about understanding what problems you want to solve, who for and the relationships between the 9 building blocks. Who Can Benefit from the Business Model Canvas? The Business Model Canvas is a versatile tool that can benefit organizations of all sizes and across various sectors, especially: Startups can leverage it to refine their business ideas and identify potential revenue streams. Business Model Canvas will also help them explain their ideas clearly and concisely, especially if the idea is innovative and requires funding. SMEs can utilize it to adapt to changing market conditions and explore new growth opportunities. Additionally, nonprofits can employ the Business Model Canvas to enhance their social impact by understanding their value proposition, customer needs and connecting with donors and beneficiaries effectively. Team Meeting By clearly mapping out their customer segments, value proposition, and channels, these organizations can align their resources and activities to deliver maximum value and at the same time understand where do the money come from. What are The Nine Key Areas of the Business Model Canvas? The Business Model Canvas consists of nine essential building blocks: Customer Segments: Identifying and understanding the specific groups of customers your business serves. Without (profitable) customers no business can survive for long. For whom are we creating value? Whose problems do we want to solve and why? Who are the most important customers? Value Proposition: Articulating the unique value your products or services provide for a specific customer segment. What value do we deliver to the customer? Which customer needs are we (not)satisfying? What problems are we helping to solve? Channels: Determining the most effective distribution channels to reach and engage with your customer segment to deliver a value proposition. Through which channels our customer segments want to be reached? How are we reaching them now? How are our channels integrated? Which ones work best? Which ones are more cost - efficient? Customer Relationships: Defining the types of relationships your business needs to establish with customers to foster loyalty and satisfaction. What type of relationship does each of our customer segments expects us to establish and maintain with them? Which ones have we established? How costly are they? Revenue Streams: Identifying the different sources of revenue and monetization strategies for your business from each customer segment. For what value are our customers really willing to pay? How are they currently paying? How much each revenue streams contribute to overall revenues? Key Activities: Identifying the critical actions your business must undertake to deliver its value proposition and make the business model work. What key activities do our value proposition require? Our distribution channels? Customer relationships? Revenue streams? Key Resources: Identifying the essential assets, both tangible and intangible, required to operate your business and make the business model work. What key resources do our value proposition require? Our distribution channels? Customer relationships? Revenue streams? Key Partnerships: Establishing strategic alliances and collaborations that enhance your business's capabilities. Who are our key partners? Who are our key suppliers? Which key resources are we acquiring from partners? Which key activities do partners perform? Cost Structure: Identifying and managing the costs associated with running your business. What are the most important costs inherent in our business model? Which key resources are most expensive? Which key activities are most expensive? The details about building, evaluating and refining the business model are well described in the bestseller book ‘ Business Model Generation”. Recommend reading this book. What caught my interest browsing through this book again, is the Empathy Map , What is the Empathy Map? The Empathy Map is a tool developed by XPLANE, and it can be useful for defining a simple customer profile that goes beyond the usual demographic description. Because the customer segmentation is so linked with the value proposition, it will help you to understand what is that your customer is actually willing to pay for and why. The Empathy Map - "Business Model Generation" For this reasons, picture one of your customers, and ask the following questions: What does she/he see in her environment? What problems does she encounter? What does she hear? What influences her/him? What does she really think and feel? What are her /his dreams and aspirations? What does she/him say and do? What are the customer's pain? What are her/his biggest frustrations? What does the customer want to gain? How does he/she measure success? What does she/he truly want? This simple exercise can be a game - changer, especially when you feel you might have lost your customer. Even if you are not convinced by the logic of the Business Model Canvas (BMC), just draw the Empathy Map to connect better with your customers and understand their real wants and needs. Click here to access the template and read about the improved template by XPLANE How Business Model Canvas can help with some of the biggest challenges faced by the Startups, SMEs and Nonprofits: Limited Resources: Startups, SMEs and nonprofits often operate with limited financial and human resources. With the Business Model Canvas, the emphasize should be on utilizing and leveraging of Partners and Channels in order to deliver value proposition effectively Unclear Value Proposition: Defining a clear and compelling value proposition is crucial for Startups, SMEs and nonprofits to differentiate themselves in the market. With BMC, you will learn how to articulate their unique value and communicate it effectively to their customer segment. Shifting Market Dynamics: Startups, SMEs and nonprofits operate in dynamic markets characterized by rapidly changing consumer preferences, emerging technologies, and evolving regulations. By learning how to define, evaluate and refine business model on a regular basis, you can monitor how the external influences impact your business model and the bottom line. Stakeholder Alignment: Engaging and aligning diverse stakeholders, including employees, customers, donors, and board members, can be complex. Making sure that everyone understands their role and how the organization works will enable you to identify priorities and move forward. Monitoring and Evaluation: Continuous monitoring and evaluation are essential for measuring progress and making informed strategic decisions. BMC is a simple tool which can allow for a deep conversation upon the most important 9 business building blocks in a structured manner. Overcoming these challenges requires a proactive approach and leveraging tools like the Business Model Canvas and Strategic Planning. Additionally, seeking external expertise or engaging facilitators can provide valuable guidance and support in overcoming these challenges, enabling Startups, SMEs and nonprofits to develop robust and actionable strategies. Challenges in Implementing the Business Model Canvas Although the Business Model Canvas provides a powerful framework, its implementation can present challenges. One of the primary hurdles is the need for cross-functional collaboration, alignment within the organization and clarity on actions. For this reasons, as soon as the organization designs their current business model, we recommend using SWOT analysis tool or even a strategic planning workshop in order to evaluate the changing environment, review the effectiveness of each of the Business Model Canvas building blocks, set directions, priorities and develop an action plan. Do you want help and guidance in defining, evaluating or refining your business model? Call me at +1 404.452.6417 or email me at iwona@wilson.biz and let's discuss your specific situation, organizational needs and expectations and whether the Business Model Canvas is good fit for you. It's a no obligation call - so why wait?