Building the business case for performance infrastructure
Cost the specific work change and the exposure it addresses. Keep cash savings, capacity and uncertain risk reduction separate.
The performance question
A business case for managing pressure should start with avoidable performance loss in a defined process. Examples include repeated decision rework or dependence on unplanned cover. Estimate the change required without assuming that every existing loss can be recovered.
What the evidence supports
NICE recommends organisational work stressor reduction and evaluation of support. HSE links excessive workload to performance errors and recommends task analysis. These support examining a real problem, but do not provide a universal financial return for performance infrastructure.[1][2]
A practical approach
Build a baseline from recorded rework, cover costs or delays and identify the plausible contribution of demand. Compare the proposed control with doing nothing and another feasible option. Include implementation time, ongoing cost and displacement effects. Present conservative scenarios and keep hypothetical revenue benefits distinct from paid expenditure.
How to review progress
Agree a review date and ask Finance to verify actual costs. Check the control was used before judging outcomes. Do not add overlapping loss categories together or present uncertain estimates as savings already achieved. Expand only where evidence and operational fit justify the decision.
Sources and references
- Mental wellbeing at work Opens in a new tab
NICE
NG212 sections 1.1 to 1.6: strategy, environment, managers and individual support
- Human factors: Workload Opens in a new tab
Health and Safety Executive
Processing limits, task analysis, workload drift and staffing