Strategic commercial interventions: business case development principles

3. Key aspects of a business case in a time-critical situation

If there is a quick turnaround to make an investment decision,^[6] a comprehensive business case may not be able to be provided. However, it is essential that as much of the information from a full business case is provided using the five-case model structure set out above using agreed objectives, with options generated and value for money assessed and quantified where possible. If a scaled-back business case is, by necessity, produced it is recommended that when time allows, it is updated with a comprehensive business case to address any gaps.

3.1 General hints and tips

• Be proportionate
  • The level of detail in a business case should reflect the scale of the proposed investment, with each one judged on its own merit.
• Stay Focused
  • Stick to the essential information and avoid unnecessary details.
• Make best estimates
  • Attempt to provide information across as many aspects as you can and revisit to provide more detail at a later point.
• Use Templates
  • Leverage existing templates (Green Book, PPM etc) to save time.
• Collaborate
  • Delegate sections to functions / team members with relevant expertise.
• Set expectations
  • Be explicit about any shortcomings in the business case and the plan / timeline to rectify.
  • Make decision makers aware of what they are agreeing to.
  • Set out the reasons and benefits of making a quick decision based on possibly incomplete information i.e. time critical, significant job losses etc.
• Review & Revise
• Ensure clarity and coherence with a clear review and revise protocol.

3.2 Strategic Case:

• Led by – Policy Lead
• Objective – Clearly state purpose, how it aligns with strategic objectives, and exit plan
• Tips:
  • Use bullet point to outline the strategic fit and provide a concise description of the problem or opportunity

3.3 Economic Case:

• Led by – Economists
• Objective – Qualitative assessment of VfM, market in impacts, with a counterfactual
• Tips:
  • Focus on the key benefits and costs
  • Use a simple cost-benefit analysis table to compare options

3.4 Commercial Case:

• Led by – Various (Policy, Subsidy Control, Procurement, Finance, Legal)
• Objective – Detail procurement strategy, commercial viability, including subsidy control
• Tips:
  • Focus on priority material from AO template with further detail provided in slower time.
  • Summarise the procurement approach, key contract terms, and potential suppliers.
  • Highlight any unique selling points or competitive advantages.

3.5 Financial Case:

• Led by – Finance
• Objective – Show the project’s costs, affordability and financial implications.
• Tips:
  • Provide a high-level financial summary, including funding sources and budget estimates.
  • Use clear and concise tables to present financial data.

3.6 Management Case:

• Led by – Policy Lead
• Objective – Outline the project’s management structure and delivery plan.
• Tips:
  • Develop fully in slower time
  • Keep it simple by summarising the governance structure, key milestones, and risk management approach.
  • Use a Gantt chart for a visual representation of the project timeline