In theory a business case is what backs a business decision. It should identify the benefits, costs and the best option for achieving them. Business cases can support new services, products and services.
Well that’s the theory, in practice there are other scenarios:
- The we don’t do businesses cases environment. This is where whim, instinct, gut feel and of course politics are the determining factors. It might work especially for those with good judgement honed through years of relevant experience. In this setting if the business case is written it will be done to support the decision after it’s been made.
- In a bureaucratic setting the business case might be just one of many hurdles designed to put off the faint hearted and persuade the uncommitted into taking no action. This will happen when there is a strong vested interest in the status quo and limited resources to do anything even if there was commitment.
This sheds some light on how we might realistically use the idea in a personal context. You could go through the motions but it’s more important to get to the bottom of why you think a particular course of action benefits you. For example you might as well be honest that the new laptop can’t be justified on a efficiency basis by having better perfromance, after all you could remove all the rubbish and bang some more memory in for a small amount of time and effort. If what you want is a shiny new toy then say so and stop kidding everyone, especially yourself. Openness and increased accountability can be helpful.
Enforced bureaucracy though might be valuable for those who over commit their time and money and need a way to evaluate which opportunities to say yes or no to. Not necessarily for those who don’t want to change.
In practice to do a personal business case can be quick and simple. It could be applied major purchases and career decisions for example. Firstly, define what you expect to get out of what you’re considering – the benefits. These could be increased income (new job), savings (downsizing your car), increased happiness (career change, new hobby). These need to be balanced against the cost (money and time) of following the course of action. Think carefully about the opportunity cost – if you do this then what else won’t you be able to do.
Next make the decision on what to do based on consideration of a set of options. The first option is “do nothing”, against which the rest can be benchmarked. Thinking up options can be hard but worthwhile, standard coaching technique will encourage you to generate more options. Selecting which option should be the one you’re most committed to doing and is likely to meet the most benefits for reasonable costs. Be wary of doing anything which ticks the boxes – just – against something that only hits the one main benefit much more strongly.
Lastly, we’re human so don’t get trapped by the process and come out with a decision that isn’t you. Make sure it accords with your
values and
personality and is realistic for the resources that you have.