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How to build a bottom-up, value driven business case for automating your source to pay processes that gets approved. Part 4.
My last article covered the import steps of identifying the right technology and designing a realistic transformation roadmap. This article will look at the process of building your business case from a non financial point of view. My next piece will look at the financials. It is imporant to remember that a business case that is solely focussed on high level financials is probably not going to get signed off and approved. On the other hand, a business case that covers all aspects of your proposed changes and provides a bottom-up value assessment is far more likely to be. A robust assessment is also likely to help you to drive the tranasformation project through during implementation.
Building your business case
By this point in the process, you will know what you want to do, with who, and over what timeframe. The next step in the process is to collate everything you know into a business case document, and then seek approval for investment in the project from your executive team and / or board members. Interestingly this step is often viewed as being the most stressful part of the whole process. Where do you start? What documentation do you need to prepare? How will it be received? What extra questions will your execs ask? Do you have a compelling enough story? Will the changes you have proposed be approved?
Despite the focus and importance of a business case document, it is typically the step that gets oversimplified and ends up being numbers focused – rather than being the honest assessment execs are generally looking for. Your business case is not a spreadsheet. Financials are an important component of the business case, but they are not the only component.
Your business case needs to address three overarching points to be approved and help you to drive your transformation project:
Your business case needs to include the following elements:
A Change Management Assessment
Any business case needs to include a detailed assessment of the impact your project is likely to have on your team. You need to outline the ‘people factors’ that are going to both support the implementation of your project, as well as hinder it. To do that consider the following:
Align your Plan to wider Strategic Goals
Any business case needs to draw a very clear and obvious line from the proposed project to one or more of your organisation’s strategic goals. Then linking that back to the transformation that your proposed changes will deliver. This is vital to gaining executive support for the project and getting their approval on any spend. This needs to be more detailed than just ‘X aligns with Goal Y around digital transformation as it is a digital project. So, how do you demonstrate the level of detail required?
Test out your findings with a couple of key stakeholders to ensure they make sense – this also helps seed the idea of your project with that stakeholder.
Get to grips with Risk
Risk is a hugely important part of any business case decision-making process, so you need to demonstrate that you’ve done your homework and understand the associated risks of your project across three key areas:
For each of the risks, you need to identify the likelihood, impact, risk rating and mitigation strategy and an owner. Project risks should be derived from your project planning process, these are usually the risks that are highlighted in the business case. The areas that are usually missed are the inaction risks and the ROI risks.
Risk of Inaction
The risk of inaction refers to the very real corporate risks that a business faces when they are changing their procurement and accounts payable process. Every business faces these risks, the question is to how high those risks are, based on the systems and processes you already have in place. There are generally 10 corporate risks across a business’s procurement and accounts payable processes that you need to be aware of:
Risk on ROI
If you have been able to follow the process up to this point, you should have a clear idea of how and when value will be delivered through your proposed project, all of which will be determined by a series of assumptions. The risks on ROI are the risks of those assumptions not being met.
For example, if you’ve calculated that lowering your invoice processing costs will be driven by supplier adoption of more automated invoicing channels, what happens if the adoption is slower than expected? What mitigation strategies can you put in place to ensure that the assumptions are close to reality?
I recommend reviewing all the areas of expected benefits:
And then conducting a risk assessment based on those areas to identify likelihood, impact, and a mitigation strategy.
In our experience, articulating non-financial aspects of a business case go a long way to build trust, demonstrate your expertise and prime your Executive for the financial side of the business case. In my next piece, I will look at adding these key financials to your business case.
This content is provided by an external author without editing by Finextra. It expresses the views and opinions of the author.
Kathiravan Rajendran Associate Director of Marketing Operations at Macro Global
10 December
Scott Dawson CEO at DECTA
Roman Eloshvili Founder and CEO at XData Group
06 December
Daniel Meyer CTO at Camunda
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