The Value of a Business Case

As organisations become increasing under pressure to justify investment in change initiatives, there needs to be a demonstration of the link between investment in change and the increase in the client’s value.

The business case presents a formal declaration of the reasons for moving the organisation from the current state, the As-Is, into the envisioned state, the To-Be. It sets out both the financial justification of the new design and the qualitative arguments to demonstrate that the As-Is is not a desirable alternative in the long term. The business case provides an indication to the Executive Team that the investment and upheaval that the change will cause is warranted by the quantitative and qualitative results of the To-Be state.

The value added by the business case, in moving from an As-Is to the To-Be scenario, is provided in the following ways:

  • It helps enables senior management to gain a clear, informed judgement about further pursuing the To-Be scope and objectives.
  • It sets goals for individuals and the organisation, against which performance can be measured.
  • It forces the organisation to articulate, and articulate in monetary terms, the detailed and discrete potential benefits expected as a result of the new design.
  • It provides a focus for the delivery of the potential benefits by acting as a communication tool.

It may be more difficult to justify the move from the As-Is to the To-Be without a business case than with, even though the move may ‘instinctively feel right’.