Too often, initiatives start with technology rather than the business problems that need solving. Before any solution can be successful, we need to listen to the individuals and teams experiencing the pain firsthand and collect meaningful, usable data. Their insights must be brought to business leaders in a way that quantifies the value of action and makes clear the risks of inaction—how bad things could get if these problems remain unresolved.
A business case isn’t just a justification for funding; it’s a multipurpose tool that builds alignment, drives urgency, and ensures solutions are needed and sustainable. Here are five key insights from our experience in developing a business case for digital asset implementation.
When creating a business case for a digital asset to solve operational and engineering information problems, the worst thing we can do is assume we already understand the pain points. The people who deal with these issues daily—engineers, operators, and asset managers—know exactly where they’re wasting time. In many cases, they’ve already found ways to work around the problem. But these workarounds aren’t always efficient—or safe. They can introduce new risks, create inconsistencies, and even make the problem worse in the long run. That’s why we must go beyond surface-level assumptions and truly understand a day in their life—how they interact with information, what slows them down, and where they’re forced to take shortcuts.
We always attempt to engage with a variety of stakeholders and distil their insights into a common language of pain points and priorities—capturing the exact words, frustrations, and needs of the people who experience these challenges firsthand. We play these insights back to the business throughout the process, ensuring that the solution remains grounded in its reality. By using their words, not ours, we keep them engaged, aligned, and invested in the outcome—because when people see their own challenges reflected, they’re far more likely to embrace the change.
One of the fastest ways to derail a digital asset initiative is by trying to solve everything at once. It’s tempting to aim for an all-encompassing solution that fixes every inefficiency, integrates every system, and transforms the way people work overnight. But the reality is that the bigger and more complex a project becomes, the more likely it is to stall, miss the mark, or fail completely. Instead of boiling the ocean, success comes from tackling the most pressing, high-impact problems first.
Often, these initiatives have been attempted before—promising big change but ultimately failing to deliver. This can leave stakeholders sceptical, disengaged, and reluctant to invest time in yet another solution. This is where an MVP (Minimum Viable Product) approach is critical. By delivering a targeted, functional solution quickly, teams can show real progress, rebuild confidence, and prove that change is possible. An MVP isn’t about cutting corners—it’s about focusing on a real, immediate win, testing assumptions, and refining based on feedback. Once people see it working, momentum builds, and broader adoption becomes much easier.
Big visions are important, but execution is what earns trust. The best way to drive meaningful change is through smart, incremental progress—not by trying to fix everything at once.
A common mistake in digital asset initiatives is focusing time and resources on the wrong things—watering the weeds instead of the flowers. Not all assets, processes, or data points are equally important, and prioritising the wrong ones can lead to wasted effort and missed opportunities for real impact. The key is knowing where to start, and that direction must come from the business.
Not every asset holds the same long-term value. Something with a short operational lifespan may not justify the same level of investment as a critical asset that will be in use for decades. Only the business can provide this insight—what really matters, where the pain is felt most, and what will deliver the greatest return. By working closely with stakeholders, we can ensure that focus remains on the areas that truly move the needle rather than getting lost in low-value distractions.
Digital transformation isn’t just about fixing problems—it’s about fixing the right problems. Prioritising what will make the biggest impact ensures that effort and investment go into growing the right things, not just anything.
For any digital asset initiative to succeed, it’s not enough for a small project team to understand its value—we need stakeholders to own it, believe in it, and champion it. When stakeholders wholeheartedly understand what we’re trying to achieve and why it matters, they can articulate the vision as well as we can. This turns passive participants into active advocates, creating a ripple effect throughout the organisation.
True transformation happens when stakeholders become evangelists, passing on their understanding and enthusiasm to their peers. The more they can confidently explain the solution's purpose, value, and impact, the more buy-in will naturally spread. This isn’t about handing people a slide deck—it’s about equipping them with the clarity and conviction to influence others.
We use Genius Programs in our initiatives—structured efforts that build networks of self-sustaining business champions. These champions become trusted sources of knowledge within the organisation, helping to drive adoption, reinforce best practices, and ensure the solution continues to deliver value long after the initial rollout.
A solution doesn’t take hold just because it works—it takes hold because the right people believe in it, advocate for it, and help others do the same.
Finally, a cutting-edge digital solution might look impressive—slick dashboards, powerful integrations, and all the bells and whistles vendors love to showcase. But without the right framework to guide and sustain it, it’s just a race car without a steering wheel—fast, expensive, and ultimately out of control.
The long-term success of any solution isn’t just about technology; it depends on the wider framework and supporting structure that enables it to thrive. Governance, processes, training, adoption strategies, and even organisational culture all play a critical role in ensuring a digital asset delivers sustained value beyond the initial rollout. Yet, these elements are often overlooked in favour of flashy functionality and short-term wins.
At Recusant, our roadmaps go beyond just the technology—we map out the full operating environment, identifying interconnected initiatives, business processes, and change management efforts needed to ensure success. A solution isn’t just a piece of software; it’s part of a bigger ecosystem that requires the right foundations to work effectively. By taking a holistic approach, we ensure that what gets implemented isn’t just functional but pragmatic, adaptable, and built to last.
Do these resonate with your own experiences, or do you have other insights to add? I would love to hear your thoughts and discuss further.
Recusant is based in Brisbane, with clients throughout Australia and globally.
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