The Power of Why: How Caring About Value Changes the Way We Work

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 this discipline — I felt like I had found my people. Finally, others who thought the same way I did. It was like coming home.

This constant need to justify, to understand, to connect effort with purpose — I’ve always seen it as a positive trait. Maybe even a generous one. Because when we seek to understand why, we’re not just questioning — we’re caring.

Why Isn’t Confrontational — It’s Compassionate

Somewhere along the way, “why” became a challenging word. In meetings, it can sound like confrontation. In emails, it can read like criticism.

But I’ve always seen it differently. Asking why means I care — about the work, the outcome, and the people involved. It’s not resistance; it’s curiosity. It’s about making sure that what we do matters.

That’s why I love my job. Value management isn’t just about numbers and outcomes. It’s about planting a seed — a thought, an understanding, a shared purpose — and watching it grow into something tangible and beautiful.

There’s nothing quite like the moment when someone realizes the value they create. It’s like watching a flower bloom.

The Business Case — A Tool for Caring and Clarity

When we build a business case, the first question should always be why.

Why do we need this? What outcome are we seeking?

A business case is far more than a document. It’s a way of thinking. A conversation. A shared understanding between those who fund change and those who deliver it.

It allows ideas to take root, justifies investment, and creates alignment between purpose and action. When done right, it becomes a source of innovation and accountability.

And yet, resistance to building business cases never fails to surprise me.

Would you take a job, sit at a desk, and expect to be paid simply because of your experience?

Of course not. You need to apply your skills and deliver something your employer or customer actually needs.

So why resist building a business case to justify the release of funds to buy or build something new?

Accountability and the Myth of the Tangible-Only

The truth is that many organizations still demand full justification based purely on tangible benefits — cost savings, productivity gains, financial returns.

That mindset, to me, is astonishing. It strips away the very essence of how people create value.

Take efficiency, for example. Don’t we all love that colleague who solves a problem in two minutes, or the Excel wizard who produces an analysis in half an hour that saves everyone else two days of work?

Those are intangible benefits — but behind each one lies a tangible outcome. You just have to identify it, document it, own it, and follow up. It’s that simple.

Where to Start — Turning Why into Measurable Value

Anything can be measured, even the air we breathe. The key is knowing where to start and how to connect your “why” to real outcomes.

1. Start with the strategic pillars.What does the company want to achieve? Where does it intend to grow, and how will that growth be enabled? Cost savings are often just a small piece of the puzzle — growth, people, and innovation are usually at the core of leadership’s vision.

2. Make it measurable.Link your findings to behaviors. Most organizations now run regular employee surveys — use them. If you’re implementing a new tool or system, set a goal like 100% adoption within two months and measure it. You’ll be amazed by the additional benefits you uncover along the way.

Measurement doesn’t have to be complex. It just has to be meaningful.

The Takeaway — Asking Why Is an Act of Generosity

When we approach our work with care and curiosity, we elevate not just our results but also the people around us.

Asking why isn’t about slowing things down or overcomplicating decisions. It’s about ensuring that what we do makes sense, creates value, and supports the broader vision.

At its core, why is an act of generosity — a way of showing we care enough to understand, improve, and make every decision count.

Monica Laszlo, BlinC’s CEO & Principal Value Strategist

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About the author

Monica Laszlo is a value management leader who has been part of the discipline since its early days. Guided by curiosity and care, she helps organizations turn purpose into measurable impact and believes that true value begins with understanding the “why.”