Communication can be a challenge. I think back to the U.S. President Ronald Reagan, who ordered that many decisions for him be put on a single sheet of paper, with two choices at the bottom of the page. That's where he'd check off one of the boxes and initial.

Think of how some commercials are done: a problem is presented, then the product is introduced that solves the problem. Hooray! Your pitch has to have some of the same elements.

My friend OP describes it as SPARB:

• Situation: Describe the existing situation;
• Problem: Explain what the problem is;
• Action: What needs to be done (and at what cost);
• Result: What the result is; and
• Benefit: How the organization benefits.

To summarize even further, make it into a Cost/Benefit case study. Something like "Customers are finding ordering from the web site too complicated. We can simplify the process from seven steps down to three steps in two to three days time. Can we build a prototype and show you?"

I'm guilty of long-windedness, but even I understand that when you're pitching something, it needs to be terse. You have to have half an hour boiled down into half a minute, then be able to expand on the fly. For example, if I'm talking to the CTO, I don't mind presenting a half-baked idea, because he may have some other things on the go that may change what I perceive to be the problem, and therefore my approach to the problem. If I'm talking to the Director of Development, I need to have something much more buttoned-up and ready to go. Know your audience, and tailor your presentation appropriately.

Updates: Minor typo fix at 1807 Dec. 30, 2006..

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