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Discovery Map<Company Name><Project Name>

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• First, Last Name– Title, Company

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Discovery MapConsequential Pains

The impact of the tactical pains.

Tactical Pains

Tasks, situations or processes that prevent Enterprise from achieving their Key Business Requirements.

StrategiesStrategies StrategiesStrategies

TacticsTacticsTacticsTacticsTacticsTactics TacticsTactics

TPTP

TPTP

CPCP

CPCPCPCP

CPCP

TPTP

TPTP

Expand to the European Market

KBRKBR

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Tactical Pain DetailsWhat is a Tactical Pain? TPTP

•Task, Situation or Process•Broken => Needs to be Fixed•Doesn’t Existing / Active-Dormant => Needs to be Enabled

Task or Situation Can’t Access Information

Easily Poor System Security Several Disparate Systems Can’t Print an Aged Debtors

Report

Process Can’t Calculate Product Line

Profitability Contracting Process is Complex Sales Forecasting is Inaccurate POs are Raised Manually or Verbally

– There is No System

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Inventory LevelsInaccurate

TPSuppliers Often

Deliver Late

TP

TP Month End Takes

3 Weeks

TP

DisparateSystems

TPReporting from Excel (manual

keying)

TPNo Time/Skills to

Install New System

TP

Tanya

Bill Bill/Tanya/

Mike

Mike

JimLinda

TPTP

Jan

Mfg Delays

Tactical Pain - Details

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Consequential Pain - DetailsWhat is a Consequential Pain? CPCP

•Internal: Negative Impact on Employee Behaviors•Financial: Erode Profitability or Financial Performance•Strategic: Impact Organizational Growth or Survival•Political - Personal: All Pains May Have an Impact

Internal / Financial Poor Departmental Morale Loss of Efficiency – Productivity

Down High Staff Turnover Cash Flow Down X% Costs Rising Y%

Strategic / Political - Personal Eroding Market Share Slow Time to Market Inability to Expand into New Markets Difficulty Raising Finances for

Expansion Lack of Skills on CV

Discovery Map (Insert Here)

Political

CP

CP

Internal CPCPCP

Financial

CP

CP

StrategicCP

CP CP

TP TP

TPTP

TPTP TP

TPTPTPTP

CPCPCPCP

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Discovery Map – Quantify the Pains

TPTP

Sometimes

Often

Frequently

100%

0%

Always

Never

Discovery Map – Quantify the Pains

10

TPTP

Excessive Overtime – save $100,000 per annum Reduce maintenance from many vendors – save $50,000

p.a. Automatic reporting from system – save 72 hrs per month Free up IT to develop new “customer” solutions –

generate a Full Time Equivalent availability

Inventory LevelsInaccurate

TPSuppliers Often

Deliver Late

TP

TP Month End Takes

3 Weeks

TP

DisparateSystems

TPReporting from Excel (manual

keying)

TPNo Time/Skills to

Install New System

TP

Tanya

Bill Bill/Tanya/

Mike

Mike

JimLindaJan

Mfg Delays

TP

ExcessiveOvertime

Mike

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Find the TP, CP and KBR

No selfservice for employees

Client dissatisfaction

Too many systems to manage

Free up 25%more WorkingCapital

Wrong/ late decisions

Reduce staff churn By 10%

Multiple reportingtools

Reduce IT costsBy 10%

EmployeeProductivity is down

Align workforcewith objectives

ExcessTraining cost

Reduce operating costs by 8%

Compliance issues

Performance management not effective

Can’t diagnoseperformance issue quickly

Wasted end user time

CPCPCPCP

CPCPCPCP

KBRKBRKBRKBR CPCPCPCP TPTPTPTP

TPTPTPTP KBRKBRKBRKBR

KBRKBRKBRKBR

KBRKBRKBRKBR

CPCPCPCP TPTPTPTP

CPCPCPCP CPCPCPCP TPTPTPTP KBRKBRKBRKBR

CPCPCPCP

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Discovery – Quick Recap• Enable Solution Definition by Scoping:– Enterprise Key Business Requirements (KBR)• Tactical Problems & Their Consequences => KBRs

– Discover ‘Hot Buttons’ of Prospect’s Key Personnel

• Further the Envisioning Process by:– Create Credibility, Confidence & Rapport– Contribute to Qualification-Based Information Gained

• Prepare for a Relevant Demonstration by:– Understand Key Processes Information Needs

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Going About It• Agree on a Discovery Agenda – Decide Who you Need to Meet– Agree on Timings / Locations, etc. – Get as Much Time as You Can

• You Need to Earn the Right to Question– Get Briefed Beforehand – Read Opportunity Summary– Study Enterprise Website/ SOR/ ITT, etc.

• Enterprise on a Site Tour– Commitment, Interest– Understand Enterprise – Shared Information

• Discovery Time is Short – Go in Well-Prepared– Information-Gathering Mode– High-Yield Questions Pre-Prepared – Elicit Pains / ‘Hot Buttons’• What/Where/When/How… What Effect Does This Have…

– Decide ‘Must Knows’ from ‘Nice to Knows’• Find the Issues / Requirements that Matter to the Enterprise

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Going About It - 2• Time Management – Control, Prioritize• Add Value – Give Something Back– Industry Knowledge, Reference Story–Keep it Short – Info-Gathering Mode• Ask Them What They Don’t Like in Current System(s), What They

Want in Future.– ‘What are the 3 most important things would you improve / like to see in a

new system?’• Ask Them What They Personally Want to See in Demo.