The HBR Guide to Building Your Business Case by Raymond Sheen emphasizes that the fate of your business case usually lies with a small group—or even one individual—who may not be who you expect. While review committees may have many members, real decision-making power often concentrates in the hands of one or two people. Identifying these true decision makers and appealing to their priorities is crucial.

Think of it like a jury trial: while all jurors vote, a few influential ones often sway the group. Similarly, in business case reviews, you must identify who holds real influence, understand what drives them, and secure advocates who can speak for you behind closed doors. Success depends not just on a strong case, but on navigating these human dynamics.

Knowing who reviews your case isn’t the same as knowing who decides. Many organizations have a gap between formal structure and actual power. For example, a committee may have six members, but everyone knows the CFO has the final say. Your first task is to decode these hidden power dynamics.

You may also wish to examine which types of projects get approved and whose interests they serve. If marketing projects always win, the CMO likely has influence. Ask colleagues who’ve succeeded: “Who seemed most engaged?” or “Whose concerns did others echo?” These questions reveal informal hierarchies. Consider this exchange between two managers discussing an upcoming business case review:

• Jessica: I've been preparing my presentation for the review committee next week. I'm trying to make sure I address everyone's concerns equally.
• Ryan: That's what I thought too with my first proposal. But let me save you some time—the committee has seven members, but really only two votes matter.
• Jessica: What do you mean? Don't they all vote?
• Ryan: Technically yes, but watch what happens. When the CFO speaks, everyone nods. And if the head of strategy raises a concern, suddenly it becomes everyone's concern. The others mostly follow their lead.
• Jessica: So I should focus on those two?
• Ryan: Exactly. I spent hours preparing answers for the operations director's questions last time. He never even spoke up. But when the CFO asked about payback period, that's what determined everything. The rest of the committee just echoed his concerns.
• Jessica: That changes my entire approach. I was planning to emphasize operational improvements.
• Ryan: Frame those improvements in terms of cost savings and ROI. Speak the CFO's language, and you'll see the whole room align with you.

This insight fundamentally changes how Jessica will prepare her case, focusing her energy on what truly matters rather than trying to please everyone equally. Understanding these nuanced relationships helps you tailor your approach to the real power dynamics at play.

Sometimes, committee members will reference “what the CEO would think” or defer to the preferences of a senior executive who isn’t present. In these situations, your real audience is actually higher up the organizational ladder. To increase your chances of success, provide the committee with executive-ready summaries and clear talking points they can use to advocate for your idea when presenting it to top leadership.

Every organization has a dominant department whose objectives carry more weight than others. For example, in some organizations, marketing leads the way; in others, finance is the key driver; and in some, manufacturing or operations takes precedence. This dominance is revealed not by the org chart, but by decision patterns.

You can identify the dominant department by observing which metrics and objectives are emphasized in meetings and communications. Once you know which department holds the most influence, frame your proposal in terms of its goals. For instance, if marketing dominates, focus on customer experience and market growth, even if your project is technical. One manager successfully reframed a quality initiative as a way to enable premium pricing, which led to immediate approval.

Having a champion on the review committee greatly improves your odds of success. A champion will lobby for your case, defend it, and help you navigate political challenges. The most effective champions have both a personal stake in your project’s success and real influence within the committee.

To find a champion, identify who stands to benefit most from your proposal. Build relationships by understanding their pain points and offering solutions to their problems. For example, one manager spent weeks learning about a VP’s challenges and tailored her pitch to address them, turning the VP into a strong advocate.

Equip your champion with talking points, data, and responses to likely objections. Ask them, “What objections do you anticipate, and how can I help you address them?” Keep your champion informed of any changes or risks. Never surprise them in public. Champions expect trust and reciprocity; a trusted champion can become a long-term ally.

By identifying decision makers, leveraging dominant department objectives, and securing champions, you can navigate organizational politics and position your business case for success. In the upcoming role-play exercises, you’ll get hands-on practice identifying true decision makers, uncovering dominant department objectives, and enlisting champions for your case.