Making the business case is crucial to improving performance

Business success or failure is determined by level of input and decisions concerning how time and money is spent. Good decisions depend on a good business plan. Making the Business Case, by James Cannon, a new book published by the Chartered Institute of Personnel and Development (CIPD), offers clear guidance on how to plan for the future and enhance the effectiveness of decision making by writing a business case.

Making the Business Case, by James Cannon, sets out the ingredients needed in a business plan, identifies what is meant by a business case and includes some good and bad examples. It highlights the need to examine options, risks, gather the evidence and identify the balance between resources required and the benefits to the business.

James Cannon, author of Making the Business Case, says, ìManagers must present a clear and compelling business case if they want colleagues to listen to their ideas, if they want to make good decisions and improve performance in their organisation.

ìBut a business case alone does not translate an idea into action. A business plan is also needed to draw together the elements into a coherent whole ñ this will identify future goals, possible strategies to achieve the goals, resources required to accomplish the plan, consideration of the risks and what is required to deliver implementation with demonstrable benefits to the business.î