The case method explained

In this section describes the structure of a typical business case and highlights important considerations for engaging with the case method.

A typical business case is designed to simulate real-world scenarios and facilitate decision-making practice. It generally includes:

Case Lead/Protagonist: This is the central figure (or sometimes multiple figures) who is the key decision-maker. As a participant, you are expected to assume the protagonist's perspective.
Broader Context: The case provides background information about the company, the individual's role, and the overall environment in which the protagonist operates.
Problem/Issue/Situation: At its core, a case presents a problem or a situation requiring a decision. There may be a preliminary, high-level analysis of potential options, though in-depth analysis is left to the participant. Sometimes, the problem may be exaggerated for pedagogical emphasis.
Decision Point: Cases typically conclude by posing a specific decision that needs to be made, prompting the participant to think critically about the course of action.

Cases come in various forms, differing in length and presentation:

Length: They can range from long (e.g., 10-12 pages, with exhibits potentially expanding to 18-20 pages, like typical Harvard Business School cases) to shorter formats.
Parts: Cases can be single-part, focusing on one decision, or multi-part, leading through a series of interconnected decisions.
Media: While often text-based, cases can also be presented as video cases or multimedia cases, using different formats to convey the problem and context. Regardless of format, all cases share the fundamental goal of providing context, placing the participant in a decision-maker's role, posing a problem, and encouraging analysis to arrive at a decision.

When engaging with the case method, it's vital to be aware of certain characteristics that mirror real-world business situations:

Implicit Issues: Critical issues are often not explicitly stated but are "under the surface." Participants must sift through information to identify the most important problems, distinguishing signal from noise.
Partial, Ambiguous, or Contradictory Information: Cases often reflect reality by providing incomplete, unclear, or even conflicting information (e.g., different customer opinions, internal team disagreements, or disparate data sources). It's the participant's task to work with this imperfect information.
Redundant or Irrelevant Information: Just as in real life, cases may include information that is not pertinent to the core decision. The ability to identify and filter out irrelevant data is a key skill.
No Unique Answer: Crucially, a typical case usually has no single "correct" or "perfect" answer. The objective is not to find a pre-determined solution but to weigh pros and cons, understand the potential consequences of different decisions, and articulate a well-reasoned course of action. Even past decisions made by real companies cannot be definitively declared the "best possible" outcome.

Understanding these characteristics is essential for effective case analysis and for developing strong decision-making skills.