Welcome to Defining the Business Case with Your Team! In this course, you’ll learn to move beyond surface-level problem identification to uncover your organization’s true business needs. Drawing from the HBR Guide to Building Your Business Case by Raymond Sheen, you’ll practice assembling cross-functional teams, evaluating multiple solution alternatives—including the “do-nothing option”—and clarifying business needs through systematic investigation. You’ll explore how to separate symptoms from root causes, and how to ensure your team is solving the right problem, not just the most obvious one. By the end, you’ll confidently guide your team from “we have a problem” to “here’s our best path forward,” using structured analysis and creative techniques. You’ll also learn how to communicate findings clearly to stakeholders and ensure alignment before moving forward, setting the stage for successful implementation.

When investigating a business problem, resist jumping straight to solutions. Begin by identifying all stakeholders who experience the problem firsthand, including frontline employees, customers, and support staff. Use targeted questions like “When did this problem start?” and “How does it affect your work?” to uncover scope and impact. Go beyond surface answers by asking follow-up questions such as “What have you tried so far?” and “What would success look like for you?” Beneficiaries may not know the root cause, so supplement interviews with direct observation. For example, consider the following brief exchange, where Ryan interviews Nova, a frontline employee, to clarify the real issues behind a recurring process delay:

Ryan: "Nova, can you describe what happens when you get a new order?"

Nova: "I check two systems for inventory, but if one is slow, I use my own spreadsheet."

Ryan: "How often do you use your spreadsheet?"

Nova: "Almost every day, since the main system lags a lot."

Ryan: "What problems does that cause?"

Nova: "Sometimes orders get missed or duplicated, and it’s frustrating."

This conversation illustrates how targeted questions and follow-ups help uncover not just what is happening, but why, and what impact it has. By listening for workarounds and frustrations, you can move beyond surface symptoms and begin to identify the true business need.

After gathering information, visualize the process using a process-flow analysis. Map each step, decision point, and handoff, such as “Order parts → Receive parts → Send to stockroom → Schedule kits → Pull parts → Assemble kits.” Include both formal procedures and informal workarounds that people use to get things done. Highlight manual interventions, system lags, and decision points where errors or delays occur. Use symbols or color-coding to make bottlenecks and failure points stand out. This analysis often reveals that root causes differ from initial assumptions, helping you and stakeholders see beyond symptoms to address real issues. Share your process map with team members to validate accuracy and uncover additional insights. Encourage feedback and ask, “Where do you see the most frustration or rework?” or “Are there steps that are often skipped or repeated?” This collaborative review can surface hidden issues and foster buy-in for future changes.

If you suspect a business need but lack data, you may consider using a “stealth project,” a small, focused pilot to test your hypothesis. For example, a brief data-gathering effort can validate a process change before a full proposal. Stealth projects are especially useful when organizational politics or uncertainty make it risky to propose large-scale changes without evidence. Keep stealth projects lean, document results, and frame them as fact-finding to minimize political risk. Involve only essential team members and use existing resources where possible. Be aware of potential downsides, such as upsetting colleagues or management. Communicate clearly that the goal is to learn, not to implement permanent changes. Keep timelines short and be ready to abandon ideas if evidence does not support them, demonstrating sound judgment either way. Use the results of stealth projects to build credibility and inform your business case with real-world data, making your recommendations more persuasive to decision-makers.

In upcoming sessions, you’ll practice observation-based interviews, process-flow analysis, and stealth project evaluation to build compelling business cases.