It always starts with good intentions. A leader sees an opportunity, greenlights a project, and tells the team to “make it happen.” The energy is high and the vision is perfectly clear.
Until it isn’t. Fast forward six months: the budget is blown, deadlines keep slipping, and everyone is asking the same question. Why are we doing this again?
The hard truth? Too many projects fail because leaders skip one critical step: building a business case.
A business case isn’t just paperwork. It’s the foundation of smart decision-making. At its core, a business case explains:
Why the project exists (the problem or opportunity)
What success looks like (measurable outcomes)
What it will take to deliver (time, money, people, tools)
What’s at risk if we don’t act
Without this clarity, projects drift. Teams make assumptions. Leaders struggle to justify costs. And when results don’t match expectations, credibility suffers.
Skipping the business case may feel like a time-saver, but the consequences are far more costly:
Wasted Resources – Talent and budget are poured into projects that don’t deliver meaningful results.
Lost Trust – Executives and stakeholders grow skeptical of future initiatives.
Burnout – Teams feel like they’re working hard without making an impact, fueling disengagement.
Missed Opportunities – While you chase the wrong priorities, competitors move ahead with well-vetted strategies.
At Corbeau Tech, we’ve been called into more than one rescue mission that started with enthusiasm, but no business case.
One healthcare system launched a complex IT project on the assumption it would “save time.” Months in, there were three competing definitions of success, no executive alignment, and a budget that had doubled. Morale was at an all-time low.
When we stepped in, the first step wasn’t fancy software or new processes. It was creating the business case they skipped, clarifying purpose, outcomes, and scope. Once that was in place, alignment followed. Deadlines stopped slipping. And within six months, the project was back on track.
A strong business case doesn’t have to be complicated. But it does need to be intentional. Here’s where to focus:
Start With the “Why”
Define the problem or opportunity in plain language.
Connect it directly to organizational strategy.
Clarify the Outcomes
What does success look like in measurable terms?
How will you know the project delivered value?
Outline Costs and Benefits
Be transparent that it will take time, money, and people.
Balance this with the return on investment or avoided risks.
Surface the Risks Early
Every project has risks. Document them now.
Identify mitigation strategies so leaders know what to expect.
Engage Stakeholders
Build the case with input from the people who will deliver it.
This builds buy-in and prevents “surprise” objections later.
Taking the time to build a business case may feel slow. But in reality, it accelerates everything that follows. With alignment in place, teams move faster. Leaders make decisions with confidence. And projects deliver results that actually matter.
Skipping a business case is no longer an option. The cost is simply too high: measured not just in dollars, but in trust, morale, and missed opportunities.
Every failed project tells a story. The best leaders learn from them. If your projects feel like they’re stalling (or if you’re about to start one without a clear business case) pause. So, re-center. Build the foundation first.
Because a well-built business case doesn’t just protect your investment. It protects your people, your credibility, and your future.