Despite tightening budgets, boards aren’t saying no to every project – they’re just harder to convince. In a risk-averse market, sponsors need to frame the value clearly, show control and pick their moment to get a “yes.”
When boards and senior leadership teams push back on project approvals, it’s rarely because they don’t see the value. More often, they’re not yet convinced it’s the right move, right now. And in a risk- and cost-averse climate, they’re asking harder questions before giving a green light.
So how do you land a business case when leadership is cautious and the budget environment is tight? It goes without saying that creating an air-tight business case will help you get that all important “yes”, however it’s not the end of the story. For project owners and sponsors, it’s also about reading the room and framing the value in a way that speaks directly to decision-makers.
Here are six ways to do exactly that.
1. Lead with value, not urgency
In an era where value has become the critical fourth dimension that helps ascertain whether a project is worth doing, framing your project in terms of pain points is no longer enough. The hard truth is that just because something is frustrating or inefficient for those on the ground, it doesn’t make it strategically important at the highest levels of organisational governance – and that’s the filter most boards are now applying to decision-making.
What they’re looking for is clear alignment to strategic benefit: cost reduction, revenue growth, market share protection, risk avoidance, or structural enablement. Sponsors need to connect the work to a broader business imperative, not just a localised problem. That might mean reframing the ask to map more directly to what’s outlined in the organisation’s strategic plan, or sequencing it differently to make the investment case land.
Boards will say yes to a project that makes sense in their world – not just yours.
2. Show you understand the complexity (and how you’ll manage it)
When you’re fighting hard to secure approval and funding, it can be tempting to paint a picture of your project as being a “sure thing” – rather than something that is going to be challenging. However, oversimplifying a complex project doesn’t build confidence – it creates suspicion. On the other hand, overplaying your hand or going into too much detail can backfire, too.
Board-level decision-makers rarely need or want a deep dive. They need to see that you’ve done the thinking, and that you understand where the risks lie and how they’ll be managed if things change. When you’re transparent about the level or complexity and are able to show how it’s being handled, you’ll build trust and make the case more resilient under scrutiny.
3. Make the scope flexible – and prove you’ve thought about trade-offs
One of the easiest ways to give boards confidence is to show them flexibility. Most business cases we see present a fixed list of deliverables, without saying what could be dropped or delayed if conditions change.
This is a missed opportunity. Sponsors who clearly identify what’s essential, what’s optional and what can be prioritised based on timing or funding are more likely to get their project through final approvals when they can demonstrate a laser focus on value and benefits. It shows maturity and realism, and gives decision-makers room to say yes (even if it’s a smaller yes than expected).
4. Include a credible exit strategy
One of the biggest mistakes we see in business cases relates to the exit strategy – or lack thereof. Not enough business cases include a clear point at which the project can be reassessed or stopped, which can limit overinvestment or excessive sunk cost.
Coming back to our point that no business case is a “sure thing”, it’s worth asking why all business case templates shouldn’t have an exit strategy as a mandatory section? That’s exactly what boards are looking for right now: to fund high value, high potential projects with the ability to stay in control and minimise losses, if things don’t pan out the way that you intend.
Far from undermining your business case, a solid exit strategy will greatly strengthen it. It signals to the board you’re not asking for a blank cheque; you’re asking for a commitment, with agreed points along the way to check in, adjust or even walk away if the benefit case no longer holds.
5. The messenger matters as much as the message
A strong business case isn’t enough if the person presenting it can’t bring it to life. It needs someone who understands the dynamics of the room, and who is able to navigate questions with confidence. It also helps if they have the trust of the people around the table, or the skills to build that rapport very quickly.
That doesn’t always mean the most senior person. The best advocate is someone who’s close enough to the work to speak credibly and clear-eyed about the risks – and with enough confidence to back it. Sponsor training helps build that readiness. It helps people engage strategically – not just turn up with a script.
6. Know when to press pause
There are times when you’ve got a great idea for a project and you know it will deliver. It may seem counterintuitive, but sometimes the smartest move is to wait. A good idea, pitched at the wrong time, can go nowhere. And even if the answer is “not now” rather than “never”, moving too early can damage your cause in the longer term, making it harder to raise the idea a second time.
The best sponsors read the room as carefully as they build the case. If leadership focus is elsewhere – cost-out, restructuring, M&A – it might not be the moment to ask for investment, no matter how strong the business case is.
If you’re convinced action is required sooner rather than later, you might consider reframing the ask – or spinning out a smaller, prove-it-now piece. That can be the difference between rejection and momentum. Strategic delivery also means knowing when the timing’s off – and when to hold fire.
Make it easier to say yes
When board scrutiny is dialled up, getting approval for your project is rarely about pushing harder. Factors such as timing, confidence and credibility all have a significant role to play. If the work is well-shaped, the value is clear and the risks are understood, you’re not asking for blind faith – you’re inviting a decision that feels safe to make.
Quay Consulting is a professional services business specialising in the project landscape, transforming strategy into fit-for-purpose delivery. Meet our team or reach out to have a discussion today.
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