Most failures in investment project feasibility trace back to a conversation someone avoided having. Authority is granted by the organisation; credibility in this strand of organisational leadership is earned separately. Improvement in this area of organisational leadership stalls when it depends on one capable individual rather than a defined method. Across sectors, teams that rehearse investment project feasibility outperform teams that only plan it. It establishes a shared vocabulary for the practice within organisational leadership so that teams can disagree productively about it. The programme suits teams tackling this part of organisational leadership together as readily as individuals attending alone. Participants gain a realistic view of what investment project feasibility costs and what it returns. The teaching approach is deliberately practical: participants build a leadership plan for this aspect of organisational leadership as they go. It closes by agreeing the smallest change to this part of organisational leadership that would make a visible difference.
Expected Learning Outcomes
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Build coalitions across functions to make investment project feasibility stick.
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Adapt recognised practice on investment project feasibility to local constraints without hollowing it out.
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Delegate responsibility for investment project feasibility without losing sight of the outcome.
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Assign clear ownership for each element of investment project feasibility across the functions involved.
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Build a concise leadership plan for investment project feasibility that colleagues can follow without further explanation.
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Align the incentives of different functions so investment project feasibility is not quietly sabotaged.
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Translate investment project feasibility into objectives each person can see themselves in.
Who Should Attend
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Newly appointed managers taking on investment project feasibility for the first time.
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High-potential staff being prepared for wider responsibility for investment project feasibility.
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Team leaders responsible for daily delivery of investment project feasibility.
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Department heads and senior managers accountable for investment project feasibility.
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Managers in small and medium organisations who own investment project feasibility alongside other duties.
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Board members and non-executives overseeing investment project feasibility.
Course Modules
Open any module to see its sessions and topics.
01
Investment project feasibility: resilience and the personal cost of leading
2 sessions · 8 points
Session 1What to measure in investment project feasibility and what to ignore
Decide the point at which you would escalate investment project feasibility.
Confirm that the people affected by investment project feasibility heard it from you first.
Define the trigger that would require investment project feasibility to be redesigned.
Test the procedure for investment project feasibility against a realistic scenario.
Session 2Who answers for investment project feasibility, and to whom
Prepare how you will respond when investment project feasibility is challenged publicly.
Check that records of investment project feasibility answer the questions likely to be asked.
Set out the decisions in investment project feasibility that require sign-off and by whom.
Identify which function can quietly block investment project feasibility and address it directly.
02
Investment project feasibility: performance, standards and consistency
2 sessions · 8 points
Session 1Deciding on investment project feasibility when the information will never be complete
Set the review point at which investment project feasibility will be reconsidered.
Set out how exceptions to investment project feasibility are requested and approved.
Compare the cost of investment project feasibility with the cost of its absence.
Assess the workload investment project feasibility adds and what you will remove to make room.
Session 2The paperwork for investment project feasibility that is actually needed
Set escalation thresholds for investment project feasibility that work out of hours.
Identify single points of dependency in investment project feasibility and reduce them.
Recognise publicly one person whose work on investment project feasibility went unnoticed.
Plan the sequence in which improvements to investment project feasibility will be introduced.
