How to make a case for new technology

Investing in new technology is a challenge for charities. The biggest barriers to digital progress that charities face are squeezed organisational finances and finding funds to invest in infrastructure, systems, and tools, according to the 2025 Charity Digital Skills report.  

Navigating budget constraints and rising demand for services makes the stakes higher for charities looking for new technology. Every new digital tool must have a purpose, making charity work more efficient and helping them to deliver more impact.  

Once you’ve found the right tool, communicating its purpose to charity leaders is the next hurdle. Charities might even be reaching out to funders for support on digital projects, explaining how technology will help them advance their mission. With stretched resources on everyone’s minds, it is important that charities are able to create a convincing case for investing in new digital infrastructure, showcasing the impact it will have. 

To create a persuasive case for investing in technology, charities need to balance the bare facts with storytelling. A guide created by transformation consultancy Nine Feet Tall, “Cut to the chase: How to write a compelling business guide”, explains that “In the face of competing priorities across your organisation, your business case needs to cut through the crowd and paint a compelling picture. 

 “Articulating the relevant information concisely and creating a coherent, robust and convincing case for change is a real art.” 

In this article, we explore some of the tips and advice shared in Nine Feet Tall’s guide, from what information to include in a business case to how to present it. To find out more about how to communicate around digital transformation, check out the full guide below. 

Download the full guide 

How to make a great case for new technology 

Create your vision 

According to Nine Feet Tall, a well-researched and clearly defined business case presents “strategic context and [provides] a compelling vision for change”. Your audience should know, at a glance, what the expected outcomes are for stakeholders, including your service users.  

When communicating your vision, you should consider who the business case is for. As charities, whether you’re talking to funders or trustees, it is essential that you bring the technology investment into the bigger picture. Knowing the financial return on investment, is important, so is who it’ll help.   

Think deeply about what your audience wants to know and use data to support your vision. One without the other isn’t persuasive – it’s just numbers or it’s just assumptions. Funders may have specific criteria you need to address. Trustees may be concerned about the bottom line. As Nine Feet Tall advises, “Failure to address their interests may result in a lack of engagement and support.” 

Communicate the cost of inaction 

The business case for investing in new technology is focused rightly on what will change if you commit to it. However, charities should also communicate the other side of the coin – what will happen if you don’t.  

“Often the price of failing to act can be higher than the cost of change,” says Nine Feet Tall. “Your business case should include the likely scenarios and implications should you stay as you are.” 

Consequences can range from stagnation of services, incurring higher costs from technology that’s no longer fit-for-purpose, and “falling behind competitors who can offer more advanced functionality or features”.  

In a world where services are increasingly moving online, whether it’s banking, shopping, socialising, or accessing healthcare, charities are not just competing with others in the sector to deliver seamless experiences to their supporters and services users. In fundraising alone, charities are trying to create supporter journeys that rival the best consumer experiences. So it is vital that their technology can keep up with their ambitions.  

Prioritise clarity and tone 

The business case should be a document where everyone can find the information they need to make the best decision for the charity – make it easy for them with a clear tone and clearer objectives.  

Your business case should be easy to understand, follow, and well-structured. Jargon is your enemy as it makes for boring reading and leaves readers who are unfamiliar with your work or with digital technology disengaged. 

Unclear objectives are likewise confusing and muddy the waters when it comes to showing path to transformation. As Nine Feet Tall points out: “Ambiguous or poorly defined objectives can lead to a lack of focus and support from stakeholders.” Charities should define both tangible and intangible benefits, balancing efficiency with morale and ROI with employee retention, and articulate both in your business case.  

Nine Feet Tall’s guide to creating a compelling business case outlines the key components organisations should include in a business case, from how it fits with its strategy to how it will actually be delivered (e.g. who it will impact and who is responsible for each stage). You can download the full guide below. 

Download the guide