01
What problem does this solve?
Describe the real situation, not just the activity you want to run.
Internal recommendation guide
Turn an idea into something that can be decided.
A good idea is only the starting point. Before you bring a short-term or long-term plan forward, build the situation, proposal, people, requirements, risks and expected outcome into one clear recommendation.
01 · Before you propose
Ask yourself the uncomfortable questions first.
If you cannot answer these honestly, the idea may need more thinking or discussion before it becomes a recommendation.
02
Why does it matter now?
Explain the reason for considering it at this point rather than leaving the timing unexplained.
03
Who else does it affect?
Think beyond yourself. Identify the people, teams or areas that may need to contribute or adapt.
04
What would it take?
Consider time, people, coordination, resources, dependencies and management attention.
05
What could make it fail?
Name the important risks and unknowns before someone else has to discover them for you.
02 · The recommendation
What a complete recommendation contains.
Use this sequence to turn your thinking into a decision-ready conversation. The aim is clarity, not paperwork for its own sake.
01
The Situation
Set the context. What is happening, what problem or opportunity are you responding to, and why does it deserve attention now? Keep it factual and relevant.
02
The Proposal
State clearly what you are proposing. Explain what would be done, the intended approach, and the decision or direction you are asking management to consider.
03
The People & Areas Involved
Identify who may be affected, who needs to contribute, and who should be consulted. A strong proposal shows that the wider picture has been considered.
04
What It Would Take
Set out the practical requirements: people, time, coordination, resources, dependencies and any other support needed to carry it out responsibly.
05
What Could Go Wrong
Show that you have considered uncertainty. Describe meaningful risks, constraints, dependencies and what could be done to reduce or manage them.
06
Expected Outcome & Measures
Explain what you expect to happen if the proposal proceeds and how you would know whether it achieved what it set out to achieve.
03 · Collaboration
Who to talk to first.
Do not wait until the formal submission to discover that someone important was never considered. Early discussion makes the recommendation more practical and gives the eventual decision-maker a clearer picture.
Start with your immediate supervisor.
Use the early conversation to sense-check the situation, the scope of the idea and what needs to be understood before you build the recommendation. Your supervisor can also help you identify whether other colleagues or functions need to be consulted.
Then identify the relevant colleagues or functions affected by the proposal or needed to execute it. Do not invent support or assume agreement: consult the people who genuinely need to contribute, and reflect their important input in the recommendation.
Pharmaceutical-sector boundary:
This working aid does not provide clinical advice or product claims.
Any clinical question should be referred to the appropriate healthcare
professional or to Medical and Regulatory. Product information, where
applicable, must remain within approved registered Malaysian labelling.
04 · The route
How it goes up.
Follow the working route you supplied: build the thinking before asking for the decision.
Stage 01
Idea
Capture the idea and the situation behind it. Do not stop at the activity you want to do.
Stage 02
Discuss with colleagues
Sense-check the idea with the people who may be affected or who can add useful context.
Stage 03
Discuss with Supervisor
Bring the thinking to your immediate supervisor before turning it into a formal recommendation.
Stage 04
Prepare & submit
Complete the outline, quality-check it, then submit the recommendation to the Sales Manager.
Stage 05
Management decision
The relevant superior and management decide whether, how or whether not to proceed.
Important:
This page is a working aid only. It does not approve any plan,
strategy or tactic, and following this outline does not mean a
proposal will be accepted. The approval decision belongs to your
superior and to management.
05 · After the decision
Whatever the answer, use it.
A decision closes one conversation and starts the next piece of work.
YES
Turn the decision into action.
Clarify the approved scope, owners, actions and timing. Execute within the decision given, then review what happened against the expected outcome and measures.
NO
Understand the learning.
Understand the reason for the decision where appropriate. Capture what the conversation teaches you, then decide whether the idea should be left there or rethought.
NOT YET
Find what is missing.
Identify the information, consultation, resource or condition that needs to be addressed before the recommendation can be reconsidered.
06 · Build it now
Build My Recommendation.
Work through the six parts below. This worksheet is intentionally simple: it helps you think before you submit. When you are ready, copy the assembled draft into your normal working document or discussion.
Draft progress
0 / 7
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commercial or proprietary information into this worksheet.
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stays in this browser and is not sent anywhere by this page.
07 · Before submission
Recommendation Quality Check.
Use this as a final pause before you send the recommendation upward.
0 / 8 checks completed.