Economic case
Building a Business Case for a Technology Decision
For CFOs, finance, executives and decision owners
A technology business case should help an organisation decide, not merely justify a preferred purchase. Strong cases expose assumptions, implementation costs, internal effort, delay risk, switching costs and uncertainty rather than presenting a single optimistic ROI number.
Model the decision, not only the licence
Total decision economics can include implementation, integration, change management, internal resources, advisory spend, transition risk and the cost of delay or failure.
Label assumptions
Forecasts and benefits should be distinguishable from observed facts. Where inputs are uncertain, the business case should show sensitivity rather than converting assumptions into false precision.
Connect economics to evidence
A financial conclusion is stronger when its key assumptions can be traced to operational evidence, supplier commitments or documented internal baselines.
Questions buyers ask
Practical questions, bounded answers.
Can PROVE TDI calculate ROI?
It can structure the inputs and assumptions used in a business case, but the value of the result depends on the quality of those inputs. Weak or disputed assumptions should remain visible.
What should a CFO challenge?
The largest assumptions, implementation costs, benefit timing, switching risk, downside exposure and any value claims that are not supported by credible evidence.
Need to apply this to a real decision?
Move from general guidance to a governed decision context.
PROVE TDI structures the requirements, evidence, alternatives, uncertainty and accountable conclusion for a specific enterprise technology decision.