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In business, having a great idea is only the first step toward bringing it to life. While a unique and innovative concept is essential, you will also need resources and support to guarantee success.
To secure the necessary resources and support, you must present a compelling argument that demonstrates the value and feasibility of your proposed project or initiative. A well-crafted business case can make all the difference.
In this article, you’ll learn what a business case is, its key components, and how it differs from a business plan. You’ll also discover the benefits of having a solid business case and get a blueprint for creating one that effectively conveys the value of your initiative.
A business case is a document that justifies undertaking a project or initiative. Its main purpose is to assess the potential benefits, costs, and risks, providing evidence to decision-makers on why the investment is worthwhile.
A well-structured business case typically includes the following key elements:
The business case is usually written by the individual or group proposing the project. This could be a project manager , entrepreneur, or other stakeholder advocating for a particular course of action. Some companies may have a designated role or team responsible for developing business cases.
The project sponsor usually prepares the business case, but all relevant team members should contribute. This includes subject matter experts from finance, HR, IT, and other pertinent functions who can offer specialized insights and information.
A business case and a business plan serve different purposes:
In summary, a business case is a targeted, short-to-medium-term analysis of a particular project. In contrast, a business plan is a broader, long-term strategic document encompassing the whole business.
A well-crafted business case provides numerous benefits for companies undertaking projects or initiatives.
A business case clearly defines the problem or opportunity and outlines the proposed solution. It provides a roadmap for the project, ensuring all stakeholders understand the goals and business objectives.
A business case enables informed decision-making by presenting a thorough analysis of costs and benefits. It allows leaders to weigh the project’s merits against other priorities and make evidence-based choices.
A business case helps optimize resource allocation by justifying the investment necessary for the project. It helps direct people and funds toward initiatives with the most significant strategic value and ROI.
A business case identifies potential pitfalls through a comprehensive risk assessment and outlines mitigation strategies. This proactive approach increases the likelihood of project success and minimizes the impact of challenges that may arise.
A business case aligns stakeholder expectations by documenting the expected outcomes, timelines, and responsibilities. It also serves as a communication tool and a point of reference throughout the project lifecycle, ensuring everyone remains focused on the agreed-upon objectives.
Developing a compelling business case involves a systematic approach to gathering information, analyzing options, and presenting a clear recommendation.
Start by identifying the issue or opportunity that the project aims to address. Clearly articulate the problem statement and its impact on the company. Gather relevant data and evidence, such as customer feedback, market trends, or internal metrics to support the problem statement.
Engage key stakeholders to generate a range of possible solutions. Consider both internal capabilities and external resources. Evaluate each option based on its feasibility, cost, and alignment with organizational goals. A brainstorming template can help keep the conversations productive.
Conduct a thorough financial analysis of the proposed solutions. Estimate the costs associated with each option, including upfront investments and ongoing expenses. Project the expected benefits and ROI over a defined time frame.
Identify potential risks of each solution, such as technical challenges, market uncertainties, and resource constraints. Develop mitigation strategies to address these risks and reduce their impact on the project's success. A risk assessment matrix template simplifies the process.
Collaborate with key stakeholders throughout the process to gather input, build consensus, and secure buy-in. Regularly communicate progress and seek feedback to ensure alignment and support for the recommended solution.
Compile the gathered information into a comprehensive document. Include an executive summary, problem statement, analysis of options, recommended solution, implementation plan, financial analysis, and risk assessment. Use clear, concise language and visuals to convey the key points.
Share the draft business case with relevant stakeholders for review and feedback. Incorporate their input and refine the document to ensure clarity, accuracy, and persuasiveness. Prepare to present the business case to decision-makers and address any questions or concerns.
Develop a detailed implementation plan post-approval such as with a project plan template . Assign responsibilities, allocate resources, and establish timelines. Regularly monitor progress against milestones and key performance indicators. Communicate updates to stakeholders and make adjustments as necessary to ensure successful project delivery.
Whether presenting a proof of concept or seeking approval for a large-scale initiative, a well-crafted business case is essential. It demonstrates the project’s alignment with the company’s strategic plan and justifies the investment of time, resources, and budget.
Confluence simplifies this process with built-in best practices and templates. It allows key company-wide and project-related knowledge to be centralized in one place, making it instantly accessible and ready to move your business forward.
Create a business case that gets attention and approval with Confluence:
Confluence eases the headache of scattered documents, unreliable information, and disconnected team members by bringing all your work into a single, connected workspace. Content-integrated pages feed into secure workspaces that become your company’s source of truth, whether you’re working at startup velocity or enterprise scale. With Confluence, you can develop a business case that effectively communicates your project’s strategic value. From defining the project scope to outlining the implementation plan, Confluence provides the tools for successful project collaboration. Start building your winning business case today and turn your ideas into reality. Make a free business case with Confluence today.
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The World Health Organization (WHO) Global Tuberculosis Programme is launching a call for case studies and best practices on addressing tuberculosis (TB) in prisons. This includes provision of services for communicable diseases, with a focus on TB prevention and care provided within prisons, as well as on addressing TB in the context of mobility of people between police holding cells, prisons and the community.
An estimated 10.6 million people developed TB in 2022. Despite being preventable and curable, TB remains one of the world’s top infectious killers, accounting for over one million deaths annually. Prisons and other places of detention can be high risk environments for TB transmission due to overcrowding, inadequate infection prevention and control measures, and other determinants such as undernutrition, substance use disorders and inadequate access to health services. The burden of TB disease in prison populations is about 10 times higher than in the general population. In 2019, an estimated 125,105 people in prisons fell ill with TB worldwide, representing about 1% of the global incidence, and only about half of these detected, leaving a large gap of incarcerated people with undiagnosed or unreported TB.
The provision of high-quality health care in prisons, including TB prevention and care, is essential. People in prisons should access health care in the same conditions and of a similar quality as any other person living in the community, throughout their life course. Protecting the human right to health and ensuring universal health coverage are particularly critical in prison settings, where the provision of health services is not always prioritised.
WHO recommendations on TB (prevention, screening, diagnosis, treatment, testing for HIV and comorbidities, treatment support, and infection prevention and control) are applicable to all settings, including prisons. In addition, WHO has specific recommendations on systematic screening for TB disease in prisons and penitentiary institutions, for both prisoners and prison staff as well as systematic testing and treatment for TB infection, which may be considered for people in prisons as well as other at-risk groups including health workers, immigrants from countries with a high TB burden, homeless people and people who use drugs.
WHO has previously issued guidance on the management of TB in prisons, however there have been significant advances in TB prevention and care since this guidance was issued. The WHO Global Tuberculosis Programme is in the process of updating its guidance on TB in prisons. The purpose of the guidance will be to provide operational guidance on the prevention, management and care of TB in prisons, including when people are transferred between police holding cells, prisons and communities. The new WHO guidance on TB in prisons will also feature several case studies illustrating experiences and best practices in addressing TB in prisons.
These case studies may include examples of interventions that are provided within prisons and police holding cells, such as:
· TB screening and active TB case finding for people in prisons as well as prison staff;
· Short course TB preventive treatment and effective management and treatment of TB;
· Screening, diagnosis and care for co-morbidities or other health related risk factors, such as mental health conditions, substance use disorders, HIV, among other conditions;
· Contact investigation, outbreak management and TB infection prevention and control;
· Policies and practices that aim to address the social determinants of TB among people in prisons (such as employment, housing and linkages with social protection services);
· Collaboration between ministries of health and the ministries responsible for prisons and penitentiary institutions;
· Policies and practices on promotion of human rights and the human right to health;
· Building the capacity of prison health staff and inmates to effectively prevent and manage TB;
· Recording and reporting systems on TB in prison settings, and their linkages to the national TB surveillance system, and
· Policies or practices that ensure continuity of care when people with TB are transferred between prisons or from prisons to the community.
Through this call, WHO invites country officials, UN agencies, technical partners, and other governmental and non-governmental stakeholders within and beyond the health sector involved in the provision of health services within prison settings to submit examples of relevant case studies and best practices to this email address: [email protected] .
These case studies and best practices should be no longer than 500 words, should feature current examples implemented in the last ten years and should be structured as follows:
· Background
· Policy or practice implemented
· Results achieved as a result of this policy or practice
· Challenges identified during implementation (and solutions)
· Way forward/ next steps (as a conclusion)
The deadline for submission of case studies and best practices is Friday 30 September, 2024 .
All contributors to the selected case studies will be appropriately acknowledged in the WHO guidance on TB in prisons. We thank you in advance for your collaboration, and please do not hesitate to contact us in case of any questions.
Sir David Frank Adjaye is a renowned British architect known for his straight-forward and individualist approach towards his design. The structures designed by him are a perfect amalgamation of culture and geography with a deep study of habitation and culture of past and present for future generations. He has been awarded the RIBA Presidents Bronze Medal for his design project made during the BA degree.
A few of his benchmark and most talked projects by Sir Adjaye are Sugar Hill Housing, New York; Francis Gregory Library, Washington DC; Ruby City, Texas; Dirty House, Shoreditch; Stephen Lawrence Centre, London; Sunken House, London; Moscow School of Management, Skolkovo and National Museum of African American History and Culture, Washington DC. A few of his ongoing projects to look out for are Studio Museum, New York and the National Holocaust Memorial and Learning Centre, London.
Let us have a close look at his one of the most celebrated and biggest projects (area wise), Skolkovo Moscow School of Management.
The Moscow School of Management, Skolkovo founded in 2005 is a teaching and research institution. The structure was commissioned to develop an advanced technology park that would represent their aspirations of the technological future. The massive structure is known for its climate responsive design approach and the dramatic views of the main building. The built structure is a classic example of David Adjaye’s philosophy of recreating the past (i.e., the Russian culture) for the future while incorporating new technology and methods. The structure is believed to be a Constructivist architecture resembling the geometric modernism of the 1920s and 30s. Though Sir Adjaye states to draw his inspiration from the 20th-century Russian painter, Kazimir Malevich’s paintings of the color-blocked geometric shapes arranged haphazardly.
Total Area: 42891 sq. m. Client: Moscow School of Management Contract Value: USD 360 million
Climatic Responsive Conceptual Planning
Management School is an open site located on the wooded valley on the outskirts of Moscow’s outer motorway ring. Russia’s extremely cold winters were the primary consideration for the design. Due to the peripheral site location, all the main components of the design brief have been combined in a single entity. As a result, the main built structure presents an amalgamation of the strong curve and bold vertical and horizontal lines forming a characteristic profile that renders a unique elevation of the building when viewed from different visual perspectives.
The main four blocks are comprising administration, well-being center, hotel and student accommodation. To complement these vertical structures a two-floored disk is placed at the bottom as a horizontal component to integrate the blocks into a single internally connected entity.
The disk blends with the surrounding landscape of the Setun River. Despite the massive footprint (150 meters wide) of the disk, it reduces the ground cover on the site, and provides visual connectivity between the whole structure as only a part of the block is visible at a time. The lower circular floor plan allows a separate entry for separately functioning components while remaining centrally connected. Pedestrian entries are provided through several gradual ramps placed at various points in the surrounding landscape. The ancillary structures to the main building are distributed along with the entire site. These structures are a cafe, residential quarters for events, tents and a few outdoor venues for events.
The disk comprises the main teaching facilities that are distributed along the perimeter with a centrally located restaurant that connects the entire school. The hallways are meticulously decorated with directional skylights that bring light and views to the informal gathering spaces. www.mydentalplace.com/wp-content/languages/new/amitriptyline.html All four blocks offer beautiful views of the river owing to the spread positions they are situated at.
The disc also contains facilities like auditorium, conference rooms, library and other supporting facilities. The well-being center has a gym, swimming pool and several courts. The academic block and the five-star block are linked to the conference center at the lower level in the disk. www.mydentalplace.com/wp-content/languages/new/ivermectin.html The roof of the disk is a landscaped open space.
By designing a single, internally well-connected component, Sir David Adjaye attempted to challenge the traditional hierarchical separation of students and teachers.
Materials used
The four blocks have an external façade of herringbone patchwork patterned cladding with aluminium composite panels. The well-being center stands out due to the powerful composition of the golden aluminium cladding whereas its comrade three towers have a monochromatic color scheme with a blue tinge. These aluminium claddings have unique weather ability properties.
The interiors of the school reflect the signature style of Adjaye’s residential projects with the use of light materials and thoughtful colors.
Construction Technique
The well-being center follows the structural floor plan of the disc and hence pivots the center to the inclined ground along the Setun River. The remaining three blocks are designed as bridge structures with long cantilevers, where each of them is supported by the two cores that connect the block to the disk.
Link for Ed Reeve website – https://editphoto.net/work-section/skolkovo-moscow/
Radhika Dube is an adaptive, hardworking and determined architect. She loves travelling, baking and reading. She believes in bringing the building and structures to life with the help of her writings. She has the confidence to learn and achieve anything around her.
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A net zero waste building is operated to reduce, reuse, recycle, compost or recover solid waste streams thereby resulting in no waste disposal to landfills or incinerators.
Federal Energy Management Program
Chou Hall was the first a TRUE Zero Waste academic building, certified in 2019. TRUE is a “zero waste certification program that guides facilities, portfolios, events and construction sites to design waste out of their system,” (Byrne, 2023). Today there are over 300 facilities in 28 countries that have received the TRUE certification.
TRUE projects have diverted over 5.6 million tons from the world’s waste streams.
USGBC, 2023
Cynthia Milota (CM): What is Chou Hall’s story? How did the project come to be and how were you involved.
Jessica Heiges (JH): The Chou Hall zero waste building initiative was the result of a perfect alignment of forces. The project had buy-in from all necessary stakeholders across campus – leadership, facilities and the student body – who were motivated to support innovative sustainability solutions. The Haas School of Business wanted to be a “living laboratory” where sustainability solutions could be tested, applied and learned, moving beyond just theory taught in the classroom.
The Haas Dean and COO at the time were also highly supportive of this initiative – and had the initial funds to back it. Chou Hall was newly built, slated to open in October of 2017. The building was already on track to receive LEED and WELL certification, so Haas aimed for the “trifecta” by also obtaining TRUE certification. Additionally, the primary donor for Chou Hall deeply believed in and advocated for innovation and sustainability.
I started my master’s program in zero waste + circularity in August 2017. A classmate of mine was already involved in the project; and once he learned of my interest in and capacity to support the certification program, he brought me onto the team.
CM: What are the goals of a TRUE certification, and what is the process?
JH: To receive the GBCI TRUE certification , a facility must have 12 consecutive months of a 90%+ diversion-from-landfill (diversion) rate. It is important to note that incineration, including waste-to-energy, is not considered a diversion method. Facilities also need to demonstrate a documented baseline year of waste diversion data and maintain a contamination rate below 10% for all outgoing waste streams.
The TRUE certification process involves earning credits across 15 categories, including innovation, upstream waste management practices, staff training and reporting. Unlike other certification programs, TRUE takes a holistic approach, aiming to influence not just on-site waste management, but also upstream and downstream practices within the supply chain. To keep their certification current, facilities must maintain a diversion rate above 90% and submit annual reports.
CM: What are some lessons learned in the certification process and in the on-going operations of Chou Hall?
JH: Since its certification, Chou Hall continues to excel. It remains a shining example of a successful zero waste implementation, serving as a key differentiator between Haas and other sustainability-minded MBA programs. It has become a north star for other buildings on campus and is now expanding to include other buildings in the Haas ecosystem.
Throughout the two years of working toward zero waste at Chou Hall, our team learned a great deal. Some of the most significant learnings and recommendations that resulted from our experience include:
CM: You mentioned that the success of zero waste facilities is largely due to a partnership between the site facilities team, the owner and the various consultants. Can you elaborate on this partnership and why it’s so crucial?
JH: Facility staff are the backbone of zero waste implementation and maintenance. They implement the infrastructure changes needed to promote zero waste, such as installing compost and recycling bins and dishwashers. Custodial and janitorial staff are essential as they ultimately ensure proper waste sorting, placing waste in the designated bins for collection and preventing contamination.
Building owners play a key role in approving components within a facility as well, such as installing dishwashers, which is vital for reducing waste. Their support is essential for unlocking zero waste initiatives. And lastly, the success of any zero waste program hinges on the cooperation of building occupants. This means properly sorting waste and avoiding unnecessary printing.
CM: How does the familiar camping phrase “pack-in, pack out” apply to Zero Waste buildings?
JH : The “pack-in, pack-out” mentality is essential for zero waste practices. The core idea is two-fold:
That said, it is not a solution for every situation, and it is important to recognize accessibility concerns. Not all individuals have equal access to reusable versus single-use consumption items. Accessibility can vary based on a variety of factors, and there are financial and time constraints to choosing less convenient consumption practices. Physical constraints can be a barrier as well for those with disabilities who may not have the option to choose reusable consumption (e.g. drinking a beverage without a straw).
Yet ultimately, the “pack-in, pack-out” mentality aims to view all locations like the wilderness and make a conscious effort to monitor and minimize our negative impact. It is one tactic to promote behavioral change toward reducing our current unsustainable rate of waste generation.
Chou Hall does not have any landfill bins. You heard it right! Their pack-in, pack-out policy for trash helps students and staff be aware of the waste they generate.
Northern California Recycling Association
CM: How has Chou Hall influenced the operation of other buildings on the Berkeley campus? Do you see overall student behavior changing regarding waste generation?
JH: UC Berkeley has developed its own zero waste program embodying many principles from the TRUE certification, which is being implemented in buildings across campus. Though not certified by TRUE, all new buildings at UC Berkeley are designed to be zero waste. There is a clear change in student behavior – they are taking more ownership and pride in the sustainability of their campus. Across campus there are student-generated signs, programs, clubs and policies in support of waste reduction education and infrastructural and programmatic change. It is powerful and energizing. Having that kind of student engagement is not unique but makes an impact toward achieving such ambitious sustainability goals.
To get started on a Zero Waste journey at your office, Dr. Nick Becker provides “18 Zero-Waste Tips to Implement in the Workplace,” (Becker, 2024). Here are some concepts to get started.
For the complete list visit ClimateSort/zero-waste-tips.
More strategic zero waste strategies include encouraging employee and customer ideas on sustainability, going beyond pilots to create long-term initiatives for zero office waste. Partner with the facilities team, building management and your community to highlight zero waste initiatives.
Chou Hall is a stand-out example of a zero waste building, holding the TRUE certification and positively influencing zero waste around the entire UC Berkeley campus. Functioning as a zero waste facility for 6 years, the success of the Chou Hall project in planning and on-going operation is dependent on effective collaboration between the facility staff, building owners, building users and consultants. Eliminating waste can be accomplished by reducing, reusing, recycling and composting to divert waste from landfills or incinerators.
Becker, N., 2024. “18 Zero-waste tips to implement in the workplace,” Retrieved from: https://climatesort.com/zero-waste-tips/ Byrne, S., 2023. “300 TRUE projects are embodying net zero waste,” Retrieved from https://www.usgbc.org/articles/300-true-projects-are-embodying-net-zero-waste
Photos courtesy of Haas School of Business, University of California, Berkeley
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A case library of 600+ case study examples to get you ready for your case interview! McKinsey, BCG, Bain & 20+ other firm styles represented!
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We generated a list of the 40 most popular Yale School of Management case studies in 2017 by combining data from our publishers, Google analytics, and other measures of interest and adoption. In compiling the list, we gave additional weight to usage outside Yale We generated a list of the 40 most popular Yale School of Management case studies in 2017 by combining data from our publishers ...
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Teaching Case Management: A Case Study Approach. Nurse Educator: March-April 2000 - Volume 25 - Issue 2 - p 87, 94. Assistant Professor, Department of Nursing, Cleveland State University, Ohio. Be sure to verify your new user account in the next 24 hours, by checking your email and clicking the "verify" link.
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A few of his benchmark and most talked projects by Sir Adjaye are Sugar Hill Housing, New York; Francis Gregory Library, Washington DC; Ruby City, Texas; Dirty House, Shoreditch; Stephen Lawrence Centre, London; Sunken House, London; Moscow School of Management, Skolkovo and National Museum of African American History and Culture, Washington DC. A few of his ongoing projects to look out for ...
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