Sustainable Business Case

Adequate knowledge and sufficient financial resources are crucial to a partnering effort. It is also important to clarify how and when the partnering project will be able to sustain itself financially. Making the business case for change for all stakeholders will increase the likelihood of the initiative reaching its objectives.

Investors, public and private sector partners, customers, and beneficiaries will all want to know how the initiative meets the triple bottom line of “people, planet, and profit”, and how it will sustain its impact in the long-run. Showcasing the added value of a project, including the economic side, will build stakeholders confidence in the project’s ability to grow and attract sufficient funding.

The business case for each participant can be different and may include commercial or economic cases and a public good (or development) case. A solid link to the core activities and capabilities of each participant remains a vital requirement for effective partnering.

GUIDING QUESTIONS

  • How do partners ensure the long-term financial viability of the collaboration effort?
  • What is needed (in terms of resources and capabilities) to develop a solid business case?
  • How can the partnering endeavour contribute to the effectiveness and efficiency of the core activities and ambitions of each participant?

RECOMMENDED PRACTICES

  • Blog: The Business and Sustainable Development Commission is exploring the business case for the SDGs. In this blog Commissioner (and Unilever CEO) Paul Polman argues that the SDGs are the fundamental cornerstone to secure future economic and business growth by eradicating poverty in an inclusive way, while protecting the environment.

KEY PERFORMANCE INDICATORS

  • Business case clarifies the added value of the partnering investments
  • A business case for each participant to be involved in the partnering effort, linked to their core business