Once we agreed on a direction, it was still abstract for the team. The new structure was a large overhaul of the earlier versions, and my PM and the researchers found it hard to picture.
I rapidly prototyped the new version so they could react to something real and tangible.
The next step was approval. I demoed the application to the Chief Research & Development Officer, Client Coverage, the Index researchers, and our PM and Engineering partners. Client Coverage had brought the need, the researchers had written the brief, and Engineering would have to build it, so every group in the room had a stake.
The team had previously not liked the drill-down structure, but they couldn't picture an alternative either. A visual representation of the new information architecture, with the research behind each decision, gave them what they needed. The decisions matched the requirements and filled the need, and their approval was the go-ahead to ship the product.