Writing business cases

Abstract

94. Writing business cases IT IS A very challenging time for LKSs and staff at all levels will find themselves increasingly required to make business cases to develop, strengthen and secure LKSs as budgets are being reduced and services cut. A good, clear and well structured business case can make all the difference to the success of a project, or make a compelling case for securing LKS funds for the coming year. Skills Developing skills in writing business cases is essential for LKS staff aiming to progress to management level but it is also essential for everyone in the team to be involved in developing a business case. By involving all members of your team, you will ensure that they are aware of organizational priorities and challenges such as funding cuts which may impact on the delivery of library services in the future. Purpose Business cases are usually needed for large-scale projects, restructure of services or redesign proposals, especially when justification for large amounts of money is needed. A good business case is vital to the successful implementation of a project. Robinson (2005) suggests that business cases tend to fall into one of two categories: • Reactive business cases are written to address a situation which is thrust upon you, for example a freeze in recruitment or a reduction in your yearly budget. Your case would demonstrate an understanding of the organizational context, but would be used to outline the implications of such a reduction on service delivery. • Proactive business cases are written when you want to introduce a new service, for example to purchase a new library management system or to make a case to employ new staff to support research activity within an academic LKS. Robinson (2005) also states that a business case can be used as a tool to make daily business decisions which involve pricing, capital investment, product development, project implementation and contracts. Robinson discusses the questions which you should consider when developing a business case, particularly in light of senior position holders and organizational context. She suggests that you consider what questions the Chief Executive might ask (Table 94.1). By addressing these questions in detail, you will demonstrate your awareness of organizational context, priorities and challenges by speaking the language understood by senior managers in the organization.