Change Management Presentations - Why Your Analysis is Not Hitting Home

Having sat through dozens of presentations containing data and analysis, it never ceases to amaze me when consultants leave the interpretation of the data to the client. The implications are often that the audience, the CEO or board of directors, draw the wrong conclusions. To avoid this problem, consultants should make sure they explain what every piece of data and analysis means, and then make a call to action.

Recently I had a problem with my home broadband. The engineer studied the problem and told me that the signal from the satellite was hitting the router at the wrong angle. My response was simply "what?" I didn't have a clue what this meant, the implications for me nor what I should do to solve the problem.

The same often happens when consultants, managers or engineers are explaining data or analysis.

Here's an example, I recently heard a consultant tell a CEO that her call centre had 40% failure demand. Then the consultant moved on to the next point. Thankfully for him the CEO stopped the presentation and asked him what he was talking about.

The consultant eventually explained that 40% of the incoming calls were caused due to a failure of the organisation to do the right thing for the client, i.e. call targets causing customer service agents to end the call before the customer got what they wanted, so they'd call back. The implications were poor service and increasing cost. The targets had to be stopped. Now he had her attention, and she knew what to do. They both win.

Something every consultant needs to know is how to interpret data for senior managers. This means that every piece of analysis or information should be presented in such a way that there is no question about what it means and what action should be taken as a result.

Here's a simple process for your next presentation to make sure that your analysis hits the mark.

1. Write out every separate piece of analysis intended for use on a 3X5 card

2. On the reverse of the card write down in one paragraph

a. What the analysis means

b. The implications of the analysis

c. What action should be taken.

Here's an example of how this works from a presentation I did recently to a prosecutors office:

"My analysis shows that only 10% of those found guilty of a crime ever pay their fine in full, this means that they know the system doesn't work. Additionally you are losing £5 million every quarter in uncollected fines. I recommend you experiment with different sentences instead of just handing out fines."

Making your data and analysis understood is important for your client's change programme and your reputation. Remember: if they don't get your message, you won't get their business.

If you'd like to learn more about how to structure presentations that contain data, analysis or technical information get the first four steps of my system free here: First Four Steps

Stuart Corrigan is the Managing Director of Vanguard (Scotland) Ltd, a consultancy firm specializing in change management and service improvement.