A business case is, at its core, a story about solving a business problem. But far too often that story starts in the middle - with a solution, a project, or a technology - rather than clearly laying out why the initiative matters in the first place. A compelling business case doesn't begin with a solution; it begins with a need. That need is often made up of several related challenges and goals, not just one isolated issue. The way you frame these problems and objectives has a direct impact on how seriously your proposal is taken.
Your problem and objective framing is what sets the tone. It shows that you’ve taken the time to understand what’s really going on beneath the surface and makes your audience aware that your business case is designed to solve not just a problem, but the right problems.
In the fourth tutorial in the Business Case Academy, we explore how to define a multi-faceted problem statement, how to tie it to business objectives, and how to use that framing to drive alignment across stakeholders.
Why the problem statement matters
Decision-makers don’t just want a smart idea; they want reassurance that it’s solving the right problem or problems, and a clear framing of both the issues and the goals helps create that confidence. Here’s why this step is critical:
⏳ It builds urgency and focus
A strong problem framing puts the spotlight on what’s broken or underperforming right now, and what opportunities are being missed as a result. Without this, your case can feel theoretical or disconnected from the day-to-day reality of the business. Clear articulation of pain points ensures that your audience feels the need to act - not eventually, but now.
🎯 It connects pain to purpose
This is where you move beyond complaints to something more actionable. When you can show how today's inefficiencies or missed targets are preventing tomorrow’s wins, it becomes much easier to justify investment. The best business cases don’t just describe a problem; they turn that problem into a compelling case for change.
🤝 It aligns multiple teams
Rarely does a single team experience a problem in isolation. When you identify shared challenges - like customer churn, siloed data, or inconsistent workflows - you open the door for broader buy-in. Multiple departments can see themselves in the case and feel like part of the solution.
💰 It sets up meaningful ROI
ROI doesn’t exist in a vacuum. You need a clear “before” picture if you want to demonstrate improvement. That starts with stating the right problems and pairing them with strategic goals; the tighter the link, the more credible your ROI story becomes.
💡 Tip: Treat the problem framing as the foundation of your entire case. If this section is vague, generic, or misaligned, it will weaken every section that follows.
What makes a strong problem statement and objective framing
A winning business case clearly explains both what needs to change and why it matters. That includes outlining multiple pain points and aligning them with specific business goals. Here’s what to include:
🔎 Specific pain points
Go beyond high-level frustrations. Instead of “We’re too slow,” say “It currently takes 8 weeks to deliver a minor update due to a fragmented approval process.” Quantifying pain makes it real and shows that you’ve investigated the issue, not just guessed at it.
💼 Business context
Explain how the problems connect to broader performance goals. For example, are operational delays holding back revenue recognition? Is manual data entry creating compliance risk? Tie each issue to something the business already tracks and cares about.
📏 Clear objectives
A strong case doesn’t just talk about fixing what’s broken, it lays out what success looks like. Use outcome-focused language: "reduce customer onboarding time by 30%," "increase release frequency by 2x," or "cut annual compliance costs by 20%." These are clear, measurable targets that provide direction and motivation.
📊 Data to back it up
Where possible, use internal metrics, customer feedback, or historical benchmarks to validate your framing. Even qualitative insights (e.g., interviews with front-line teams) can add credibility. The goal isn’t just to say, “Here’s a problem”, it’s to prove that it’s real, urgent, and too costly to ignore.
👉 e.g. Instead of a vague “internal inefficiencies,” say:
“Customer tickets are escalating by 25% per quarter due to lack of self-service support. This has led to a 3-day average response time and a 12% dip in NPS. The objective is to reduce ticket volume by automating the top 5 request types.”
How to write a framing that resonates with stakeholders
Framing problems and objectives isn’t just an analytical exercise; it’s a strategic communication move. Your stakeholders have limited time and different priorities so your goal is to make the case feel immediately relevant and grounded in their world. Here’s how to make that happen:
🥇🥈🥉 Prioritise what matters most
You may uncover a dozen issues, but that doesn’t mean you should include them all. Focus on the 2–3 that have the greatest impact or urgency. If your audience can’t tell what the core problem is within the first few sentences, they’re likely to tune out or challenge your assumptions.
🗣 Use stakeholder language
Tailor your framing to the eyes and ears your specific audience brings to the table. Finance cares about cost, risk, and ROI. Operations care about consistency and throughput. Product wants to see scalability and speed. Show them how your proposed change moves the needle in their world.
💡 Tip: For a deep dive on this topic, see the second tutorial in our Business Case Academy series.
🔗 Show the relationship between issues
If your case addresses multiple problems, make the connections clear. Maybe process delays in one team are causing repeated work in another team. When stakeholders see how the issues cascade across the business, your case gains complexity without becoming confusing, in fact, it becomes comprehensive.
🗺️ Don’t just diagnose, point to ambition
The best business cases don’t just ask for fixes; they offer a path to something better. Show how addressing these problems unlocks growth, enhances customer experience, or frees teams to focus on higher-value work. A clear articulation of where the business could be, not just what’s broken, brings energy to your case.
💡 Tip: Mirror your executive summary with a high-level version of your problem and objectives section. It should tell a compelling story in two paragraphs or less - even for someone who reads nothing else.
Summary
No matter how innovative your idea or robust your plan, your business case will fall flat if the audience doesn’t fully grasp the problem it’s solving, and the goals it’s designed to achieve.
A strong framing of both problems and objectives builds alignment, sharpens your ROI narrative, and lays the groundwork for confident decision-making.
If you want to write a winning business case then before you write a word about your solution, make sure you’ve clearly defined what’s at stake - and what success looks like.
