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A business case is the cornerstone of any software implementation—it defines the why, what, and how much behind the investment. Yet its shape depends on who writes it. The organization’s version focuses on internal value, risk, and measurable outcomes, while the vendor’s emphasizes product benefits and speed to value. The strongest business cases merge these perspectives, combining financial realism with solution insight to create a credible, balanced foundation for transform

The biggest challenge project teams or investment owners face is often the same: how to follow up on the benefits once a project is complete. When it comes to an IT system implementation, a good place to start is with usage metrics . Simple indicators can tell you a lot: How many people are logging in How long they are using the system The health and accuracy of the data being entered One of my clients once told their employees that unless they logged into the system and upd

When embarking on a software implementation project, the business case becomes the cornerstone of decision-making. It defines the why , what , and how much behind the investment — and ultimately sets the stage for success or failure. Yet depending on who authors it, a business case can look dramatically different. There are two primary perspectives: The organization’s project team , focused on internal value, risk, and outcomes The software vendor , focused on solution bene

The Intangible Benefits — and Hidden Costs — of Poorly Managed Master DataEvery organization depends on data. It powers decisions, shapes customer experiences, and fuels digital transformation. Yet the master data  that defines core entities—customers, suppliers, products, locations—often sits in the background, under-managed and under-measured. When master data is healthy, the business runs smoothly and quietly. When it isn’t, friction creeps in—duplicate records, conflictin

When organizations embark on large transformation programs, they often expect a straight road from business case to delivered ROI. But the reality of multi-year projects looks more like a winding path with sudden turns. Assumptions made at the beginning rarely stay stable over the journey. Costs shift, strategic priorities evolve, and unexpected external projects alter the playing field. Without active steering, leaders find themselves surprised by an eroding business case. A

How one business case model changed how a global organisation viewed IT investments The Undertaking Taking on the challenge of creating a business case is not something to be done lightly. It’s an exercise that tests both analytical thinking and emotional endurance — but it’s also one of the most satisfying professional experiences you can have. Why? Because building a business case means introducing change. And change, as most of us know, rarely comes without resistance. The

When leaders build a business case, the focus often lies on hard numbers: cost savings, revenue growth, and efficiency gains. These are the visible, quantifiable outcomes that finance departments expect. Yet, some of the most decisive drivers of long-term value are not immediately visible on the balance sheet. They are intangible benefits—improvements in customer trust, brand reputation, employee engagement, or organizational agility. The challenge is that these benefits are

Understanding the “why” behind what we do isn’t just smart business — it’s an act of care. When we connect our actions to purpose, we don’t just justify investments; we elevate them. I have this thing where everything I do — whether I spend money on it or invest my time in it — needs to be justified in my head. It’s not about being defensive or controlling; it’s about understanding why . When I first met an actual group of Value Managers back in 2009 — still the early days of