Chapter 03 · Reporting & strategyStrategy, Targets & Performance Management
Business case
Definition
A business case is the rationale for an action or investment, including expected benefits, costs, risks and strategic relevance.
References
This reference provides supporting context for how “Business case” is defined and used.
Overview
What it means in practice
Business case should be read as a strategy and performance-management term. Its meaning depends on the objective, boundary, baseline, owner, timeframe and evidence used to assess progress.
In practice, users should connect business case to a specific decision, metric, plan or governance process. That keeps the term concrete enough to guide action and review.
Why it matters
Business case matters because strategy language can shape priorities, budgets, accountability and external claims. Clear wording helps readers see whether the term describes intent, action, measurement or demonstrated performance.
Common misconception
A common error is to use Business case as a label for ambition without showing the scope, metric, owner or review process. That can make progress appear more settled than it is.
Review questions
What objective or decision does the term support? Who owns it? What boundary, metric, evidence and timeframe would let a reviewer judge whether it is working?
How it is used
In professional practice, “Business case” helps boards, executives, reporting teams, auditors and stakeholders describe or assess the rationale for an action or investment, including expected benefits, costs, risks and strategic relevance. It is commonly encountered in strategy, target-setting, sustainability reporting, performance reviews and external communications.
A credible application identifies the reporting framework, organisational boundary, baseline, timeframe, metric and governance process.