EXTERNAL REFERENCE

The Five Case Model illustrates why one-dimensional ROI is not enough.

Strategic: Why change is needed and how the proposal fits the objective.
Economic: Which options exist and how their costs, benefits and risks compare.
Commercial: Whether the commercial route and market arrangements are workable.
Financial: Whether the proposal is affordable and what its financial consequences are.
Management: Whether delivery, governance and implementation can actually work.

011 · SIGNAL

Start with the observed condition, not the preferred solution.

The trigger can be demand, margin deterioration, excess capacity, a supplier issue, a recurring service problem, geographic evidence or another operating pattern. Record what is happening before deciding what it means.

022 · EVIDENCE

Join internal operating evidence with external research.

Internal data explains the current business. External research tests whether the opportunity, customer, market, supplier, property, technology or regulatory assumptions hold outside the company.

033 · OPTIONS

Compare alternatives, including doing less or doing nothing.

A business case is stronger when it shows realistic alternatives and the assumptions behind each rather than only defending one proposal.

044 · CONSEQUENCES

Model what the decision changes across functions.

Demand, price, margin, cash, staffing, capacity, inventory, suppliers, facilities, legal requirements, schedule and current commitments can move together. A local improvement can still be a poor company-level decision.

055 · AUTHORITY

Separate analysis from the right to commit the company.

Evidence and scenarios can be prepared automatically or by a team, but go, no-go and funding decisions belong to the people or governance process with that authority.

066 · EXECUTION

Carry the approved assumptions into the plan.

The project, campaign, hiring, purchase, facility or sales work should remain linked to the business case so execution can still see the promised cost, timing, demand and operating assumptions.

077 · THESIS VS ACTUAL

Reopen the original case after real results arrive.

Compare actual demand, cost, margin, timing and operating impact with the thesis. Continue, change, expand or stop based on evidence, and retain the lesson for future opportunity evaluation.

DIRECT ANSWERS

The practical questions behind the concept.

Does Voyager use HM Treasury's Five Case Model?: No claim is made that Voyager implements the government methodology. The guide uses it as an external example of disciplined multi-dimensional appraisal.
What makes operating data useful in a business case?: It grounds assumptions in current demand, capacity, cost, customer, supplier and execution conditions rather than treating the proposal as an isolated forecast.
Why save the original thesis?: Without the original assumptions, later performance can be rationalized after the fact. Thesis-versus-actual review makes it possible to see which assumptions were right, wrong or incomplete.

SOURCES & METHOD

What is sourced, and what is Voyager analysis.

HM Treasury sources support the description of evidence-based appraisal and the Five Case Model. The seven-stage operating-data loop and thesis-versus-actual method are Voyager analysis, not UK government methodology.

GO DEEPER

How to build a business case from live operating data.

The Five Case Model illustrates why one-dimensional ROI is not enough.

Start with the observed condition, not the preferred solution.

Join internal operating evidence with external research.

Compare alternatives, including doing less or doing nothing.

Model what the decision changes across functions.

Separate analysis from the right to commit the company.

Carry the approved assumptions into the plan.

Reopen the original case after real results arrive.

The practical questions behind the concept.

Build the decision package around one real opportunity.

How to build a business case from live operating data.

The Five Case Model illustrates why one-dimensional ROI is not enough.

Start with the observed condition, not the preferred solution.

Join internal operating evidence with external research.

Compare alternatives, including doing less or doing nothing.

Model what the decision changes across functions.

Separate analysis from the right to commit the company.

Carry the approved assumptions into the plan.

Reopen the original case after real results arrive.

The practical questions behind the concept.

What is sourced, and what is Voyager analysis.

See how Voyager handles it.

Build the decision package around one real opportunity.