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Flevy.com - Structured Communication, Presentation Development, and Storyboarding

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This presentation talks to the topics of structure communication, presentation development, and storyboarding. These topics related to formulating a cohesive, powerful business presentation.

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  • 1. Structured Communication, PresentationDevelopment, and Storyboarding
  • 2. Presentations attempt to distill lots of information into conclusions andrecommendations  Financial Analysis Findings:  Focus Conclusions: Groups (e.g., share Recommendation: positions in (e.g., growth by taking (e.g., grow the business industry share will be by targeting underserved  Market XYZ have difficult) segment) Research been stable for 10 years)  Competitor Benchmarking  Industry Trends Your biggest problem is that you know too much: Forget about describing what you did and only include the analysis and findings that support your arguments. 3
  • 3. Storyboarding 5
  • 4. Tell a story your audience can follow 7
  • 5. A storyboard will help sketch out your story early on A storyboard will guide your information needs . . . so, write one early in the project or piece of work: • Use the storyboard to help identify and communicate the analysis needed • Do not wait until you have “the answer” before planning how to communicate the result Creating a storyboard up-front will help you to: • Visualize each page of the document • Organize and communicate ideas • Check the logic flow (“necessary and sufficient” arguments) • Organize the team • Check the team progress 9
  • 6. The storyboard should have clear headlines that tell a complete, coherentstory Reading only the headlines should give the reader a clear idea of the story you are telling Headlines are the hooks that draw attention to the text below Headlines should quickly create and hold the audience‟s interest Relative simplicity lowers the risk of losing anyone in your audience: – It’s hard to win back an audience once they’re off the hook – Complex or illogical storyline raises risk – Simple (but not simplistic) storyline lowers risk 11
  • 7. Structuring information in a pyramid is based on proven principles ofinformation perception Basic ideas underlying the pyramid principle • Information is always absorbed sequentially • Humans have a limited capacity to take things in (“critical number seven”) • Comprehension is easier when information is summarised in logical groups • Groupings are perceived more easily when there is a shared criterion at the higher level Source: Barbara Minto ”The Pyramid Principle“ 13
  • 8. Every pyramid has three structural elementsSet-up of a pyramid  Key statement 1 is 1 Key supported by statements that statement follow a logical set-up (“MECE 2 Vertical relationship principle”)  The vertical relationship 2 is shown by a dialogue between questions and answers that creates tension, that leads the listener / reader and connects the contents  The horizontal relationship 3 3 Horizontal relationship builds up lines of argumentation Source: Barbara Minto ”The Pyramid Principle“ 15
  • 9. All statements at one level of a pyramid are answers to the same question,e.g. what? why? how? 2 Vertical relationship Company X The problem Company X must take with company X should apply a action Y is that ... proven method because ... Characteristics or component parts Reasons or benefits Process steps or actions 17
  • 10. We apply the MECE principle when systematically structuring a problem The MECE principle Statements at the same level do not overlap All statements taken together do not leave any gaps (Mutually Exclusive) (Collectively Exhaustive) = Source: Barbara Minto ”The Pyramid Principle“ 19
  • 11. A logic tree is not MECE if there are gaps or overlaps Example of violating the MECE principle in a logic tree Blue-eyed People > 180 cm Blonde The world‟s population College graduates People  180 cm Physicists The branches of this logic tree reveal both gaps and overlaps: the MECE principle has not been met! 21
  • 12. Presentations should follow the horizontal and vertical logic format Section Purpose of the Meeting Agenda Project Charter Executive Summary Introduction (Optional) Title Conclusions Recommendations • Strategic Options Story Story Section 1 Vertical Logic Findings Conclusions Recommendations • Industry/Competitor • Strategic Options Story Story Section 2, etc. • Customer/Market • Cost • Capabilities Next Steps Next Steps Analysis Market Research Detail Appendixes Horizontal Logic 23
  • 13. A good beginning moves from what is known to listeners to the learningsgained through the project analysis Structure of an introduction Known to management “Value added” by analysis Answer Situation Complication Question (Solution) Step Effect Takes listeners / readers “by the hand” Situation • Made receptive for key statement • Stable situation perceived by all • No surprises: listeners / readers involved agree and follow argumentation Complication • What went wrong Triggers question that leads to main • What changed statement • Need to select among options Question Is sometimes asked only • How to best respond to the implicitly complication Pyramid We have determined the scope of the Answer presentation 25
  • 14. Using a Format 27
  • 15. Headline (a complete sentence with a verb) Subtitle • Bullet: – Sub-bullet (as needed): – Sub-sub-bullet (as needed) “Tracker” (optional) A look at the elements and their names “Kicker [box]” (optional). 29
  • 16. Presenting Data 31
  • 17. Keep tables as simple and clean as possible • Highlight key numbers: – Box or circle – Boldface • Create logical patterns and progressions: – Low to high, left to right, past to present to future, etc. • Use repetition: – Present similar data in same format from page to page – Promotes audience comfort • Put “data dumps” in appendix 33
  • 18. Choose the right graphic for the job you want done In general: Share Pie Charts Comparisons Bar Charts Trends Line Graphs Degree Booz Balls Position Matrices 35
  • 19. Comparisons = Bar Charts Strategy 1: “Status Quo” Projected 1999 Market Share by Distribution Channel 84% Traditional Non-traditional 58% Total 41% 23% 19% 19% 17% 13% 10% 9% 4% 3% Company Competitor 1 Competitor 2 All Other Competitors 37
  • 20. Degree = Booz Balls Siding Support Requirement Distributors Retailers OEMs Breadth of Product Line Delivery Requirements Order Processing Training by Sales Reps Financing Packaging Level of Support Low Medium High Required 39