So here is something that took me embarrassingly long to figure out as I transitioned from People Ops IC to a more strategic role: how to write a business case that actually lands.
For years, I wrote business cases the way I thought they should be written. Lots of context. Thoughtful explanations of the problem. A careful build-up to the recommendation. The way that I now go about writing business cases is using BLUF—Bottom Line Up Front. The concept is simple: lead with impact, not context.
Not: "We're proposing to modernise our performance management infrastructure through next-generation tools."
Instead: "Switching from X Platform to Y Platform will save us £127,000 annually whilst reducing manager admin time by 40%—roughly 2,400 hours we can redirect toward revenue-generating activities."
But what should be in the BLUF? Well, business cases fall into three categories, and they're not created equal.
1. Generate Revenue or Growth
"This initiative will help us close more deals / enter new markets / increase customer lifetime value."
These business cases almost sell themselves. If you can credibly demonstrate that spending £X will generate £Y in new revenue, you're speaking the language every commercial leader understands.
2. Save Money
"This change will reduce costs by £X annually."
Depending on your stage of company and goals, these can be slightly harder to get approved than revenue generation, but still compelling. You're stopping money from leaving the business. That's a clear, quantifiable benefit.
3. Save Time
"This tool will save managers 5 hours per week."
Here's the uncomfortable question I learned to ask: What will they do with those 5 hours?
Time savings only matter if you can connect them to revenue or cost reduction. Will those reclaimed hours lead to more deals closed? Faster product development? Reduced need for additional headcount? Measurable improvements in retention?
If you can draw that line, brilliant—you've actually made a cost-saving argument. But "save time" on its own isn't enough.
The Formula That Works
Opening paragraph: The commercial outcome. Lead with the number that matters.
"By implementing X, we will [save/generate] £[amount] annually through [specific mechanism]."
Second section: How this works. What changes? What's the implementation path?
Third section: What you need. Resources, timeline, key stakeholders.
Supporting evidence: Everything else goes in an appendix.
Are you writing any business cases going into 2025? What are you struggling to communicate to your CFO/Executive Team?