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1) Identify your role: CEO? Board member? Outside consultant? Etc. 2) Identify the problem: Write a concise problem statement. This should just be one or two sentences, and appear at the very beginning of your work. Use it as a reference point as you proceed through the analysis. The process of thinking about possible solutions may lead you away from the initial problem. Don’t fall into this trap. Make sure your recommendation actually addresses the problem you have identified. There generally is not one “correct” problem to be identified. Instead, you are graded based on how well you analyze and solve the problem you chose to work with.
3) Conduct your analysis: Use the analytical tools from the course reading. DO NOT do external research. The point of the exercise is to see how you apply the tools of the course to a real-world challenge, NOT to see if you can find out what the company actually did. Very often a strong case will make recommendations that are quite different from what the company did because you are working with different information than they were. The analysis should be the longest section of your write-up. In full-length case studies, at least one full page per tool plus the work you do in the appendix. For the one-page case studies, one paragraph per tool plus the work you do in the appendix will suffice.
Each assigned reading has at least one tool (like shared value, stakeholder theory, five forces, etc.). Use at least two tools. ONLY use tools from our readings, NOT tools from other courses (like SWOT). Furthermore, you must use one of the specific tools assigned in the same week that case is due.
Make sure the tool you use fits the problem – i.e. five forces looks at the industry, while other tools, like those on organizational culture, look within the firm. Tools used from these two readings:
Pisano, G.P. 2019. The Hard Truth about Innovative Cultures. Harvard Business Review, 97(1):62-71.
Christensen, C.M., Raynor, M. & McDonald, R. 2015. What Is Disruptive Innovation? Harvard Business Review, 93(12):44-53.