Strategic Case: Making the Case for Change
What the strategic case must prove
The strategic case answers whether there is a compelling case for change and whether the proposal fits the organisation's strategy. A candidate must know the core components: strategic context, the case for change, strategic fit, SMART objectives, business scope (what is in and out), measurable benefits and dis-benefits, strategic risks, constraints and dependencies, and stakeholder expectations. It should start from the problem, not the preferred solution. The strategic case also sets the boundaries for the later economic, commercial, financial and management cases.
Traps
Questions often present a project description and ask which part of the Five Case Model is missing. A common trap is calling a list of deliverables a strategic case; deliverables are outputs, whereas the strategic case needs outcomes and benefits. Another trap is accepting objectives that are not SMART. Also watch for a do-nothing or do-minimum baseline being omitted: without it, benefit claims are unanchored.
Worked example and rule of thumb
Weak objective: 'improve customer service.' Stronger: 'reduce average application processing time from 10 working days to 5 working days by 31 March 2027 for at least 90% of applications, measured monthly.' Rule of thumb: if an objective has no measure, baseline, target and date, it is not yet a strategic objective.