When establishing a set of weighted criteria for comparing options (or developing a business case) it is good to consider a broad range of “beneficial outcomes” – different kinds of good thing that might result.
One framework I found useful is represented in the table below:
| Type of beneficial outcome | Description | Example |
|---|---|---|
| Performance | Thresholds of success against well-behaved Key Performance Indicators and measures of success. | Net promoter score over 60|%. Revenue exceeds £100m. Return on Equity exceeds 5%. |
| Achievements | Successful completion of one-off initiatives. | Complete an acquisition. Open a new headquarters. Introduce a new end-to-end process. |
| Capabilities | Skills, competencies etc that can be applied | Skills and processes (for example to do our own marketing, logistics, invoicing etc) |
| Activities | Things that we will be able to routinely do | Provide training for staff. Donate 10% of profits. Pay suppliers on time. |
| Behaviours and Values | Thinking and acting in line with values and beliefs | Diversity, equity and inclusion practices |
Of these, behaviours and values are hardest to quantify.
Another framework of different types of benefit (more applicable to business cases, especially in the public sector, is the UK Govt 5 Case Model : Strategic, Economic, Commercial, Financial and Management cases (not to be confused with the different stages of project case: Strategic Outline Case, Outline Business Case and Full Business Case etc. )