Elevator Pitch

Purpose

The Elevator Pitch exercise forces teams to distil a complex idea into a compelling 30-second statement. By working within severe constraints, participants identify the absolute core of their value proposition — who it’s for, what problem it solves, and why it matters.

At a glance

• Group size: 2–12
• Duration: 20 minutes
• Difficulty: Beginner
• Facilitation style: Structured writing and practice
• Setting: In-person or virtual

How to run

1. Introduce the template (3 min). Share a fill-in-the-blank structure: “For [target customer] who [need/problem], our [product/idea] is a [category] that [key benefit]. Unlike [alternative], we [differentiator].”
2. Draft individually (5 min). Each participant or team drafts their pitch using the template.
3. Practice in pairs (5 min). Partners deliver their pitch and give feedback: Was it clear? Compelling? Too long?
4. Refine (3 min). Incorporate feedback and tighten the pitch.
5. Deliver to the group (4 min). Selected pitches are delivered to the full group. Vote on the most compelling.

Materials needed

• Pitch template (printed or on screen)
• Paper and pens
• Timer (30-second timer for delivery practice)

Pitfalls & common mistakes

• Too much jargon. The pitch should be understandable by someone outside the industry.
• Feature listing instead of storytelling. Lead with the problem and benefit, not the spec sheet.
• Exceeding 30 seconds. The constraint is the point — enforce it.

Inclusion & accessibility

• Provide the template in writing for those who process text better than spoken instructions.
• Allow written submission as an alternative to verbal delivery.
• Pair non-native speakers with supportive partners for practice.

Variations

• Twitter pitch: Constrain to 280 characters instead of 30 seconds.
• Anti-pitch: Craft the worst possible pitch first, then flip it.
• Customer-facing pitch: Tailor the pitch to a specific customer persona.

When NOT to use this

• When the idea is still too raw to articulate clearly — brainstorm first.
• When a detailed proposal is needed, not a summary.

Source & further reading

• Moore, G. A. (1991). *Crossing the Chasm.* HarperBusiness.
• Kawasaki, G. (2015). *The Art of the Start 2.0.* Portfolio.