Service 01 · Value and performance
Make your contribution clear.
You can explain what the team does. The harder question is what difference it makes to the business, and how you can show that with confidence.
The approach
Start with the business decision.
We work back from business priorities to the decisions, stakeholder outcomes and activities your team can influence. Then we test that logic with the people who need to rely on it.
The work makes assumptions, evidence and attribution explicit. Where a financial claim cannot be supported, we say so and identify what would be needed to substantiate it.
Outputs
What we can build together.
A map of your contribution
How the team’s work connects to revenue, cost, risk and the ability to operate.
Measures worth using
A small set of indicators with clear evidence, ownership and limits.
A case ready for a decision
The argument, supporting evidence and executive narrative for the decision you need.
A look at the method
Put the value claim under examination.
What changed? Compared with what? What evidence supports the claim, and who will agree the attribution?
An illustrative worked example from The CA Playbook, recreated for publication. The company-specific financial assumptions were not validated.
In practice · Case study
Making the case for the function’s value
How an Australian energy team refocused its work and secured approval for a strategic initiative.
Read the case studyFrom The CA Playbook