Analysis to support important and capital intensive decisions in the business world has been defined as somewhat of a ‘science and art’. Large and small corporations have been performing business cases with soft and hard numbers to justify a given direction or decision. Our experience is that more often than not, the process of business case or business justification is really a mechanism to support a predetermined
decision or direction. A majority of the time the decisions have already been made in some manager, stakeholder or leader’s mind. These decisions based on ‘gut or intuition’ are generally good. One can even argue that the individuals driving the decision (assuming the absence of any obvious bias) have performed an informal analysis based on years of internalized experience or deep expertise on the topic.