I have seen it too many times to count. The Quality Unit has a legitimate business-impacting proposal that is worthy of serious consideration, but the presentation of their proposal takes the listener into an unfamiliar world and is unable to make the business connection.
Perhaps effective communication is a core competency of the Sales and Marketing Departments, while the Quality Unit relies on the tired arguments of regulatory requirements and the threat of an FDA 483.
Don't get me wrong. Compliance with regulatory requirements is the price of admission into the pharma industry. But that is no reason for putting very little effort into selling your proposal in a way that is compelling--or swamping the boardroom with a 20-page PowerPoint of endless detail and data.
One underlying principle for making a compelling case to management is to make it simple and direct. In fact, the higher the level of management the simpler and more direct it needs to be.
Here are a few points to consider when developing a proposal:
Consider structuring your proposal using the SPIN method. This method is based on SPIN Selling by Neil Rackham. The SPIN acronym stands for Situation, Problem, Implication and Need.
Here is a simple poster that illustrates using the SPIN approach. Use it not only to structure your next proposal, but give this your the next staffer that brings you a problem without thinking through how best to address it.
Remember, your added value is your insight to resolving the problem, not just escalating problems to the next level. The same goes for those who report to you.
Hope this helps!
The QA Pharm
John E. Snyder