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Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

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Leadership Case Studies

Here is a sample of three case studies from the book, Leadership Case Studies, that are most instructive and impactful to developing leadership skills.

For the past 30 years, I have conducted seminars and workshops and taught college classes on leadership.

I used a variety of teaching aids including books, articles, case studies, role-plays, and videos.

I recently created a book, Leadership Case Studies that includes some of the case studies and role-plays that I found to be most instructive and impactful.

Here is a sample of three case studies.

Peter Weaver Case Study

Peter Weaver doesn’t like to follow the crowd. He thinks groupthink is a common problem in many organizations. This former director of marketing for a consumer products company believes differences of opinion should be heard and appreciated. As Weaver states, “I have always believed I should speak for what I believe to be true.”

He demonstrated his belief in being direct and candid throughout his career. On one occasion, he was assigned to market Paul’s spaghetti-sauce products. During the brand review, the company president said, “Our spaghetti sauce is losing out to price-cutting competitors. We need to cut our prices!”

Peter found the courage to say he disagreed with the president. He then explained the product line needed more variety and a larger advertising budget. Prices should not be cut. The president accepted Weaver’s reasoning. Later, his supervisor approached him and said, “I wanted to say that, but I just didn’t have the courage to challenge the president.”

On another occasion, the president sent Weaver and 16 other executives to a weeklong seminar on strategic planning. Weaver soon concluded the consultants were off base and going down the wrong path. Between sessions, most of the other executives indicated they didn’t think the consultants were on the right path. The consultants heard about the dissent and dramatically asked participants whether they were in or out. Those who said “Out” had to leave immediately.

As the consultants went around the room, every executive who privately grumbled about the session said “In.” Weaver was fourth from last. When it was his turn, he said “Out” and left the room.

All leaders spend time in reflection and self-examination to identify what they truly believe and value. Their beliefs are tested and fine-tuned over time. True leaders can tell you, without hesitation, what they believe and why. They don’t need a teleprompter to remind them of their core beliefs. And, they find the courage to speak up even when they know others will disagree.

• What leadership traits did Weaver exhibit?
• If you were in Weaver’s shoes, what would you have done?
• Where does courage come from?
• List your three most important values.

Dealing with a Crisis Case Study

Assume you are the VP of Sales and Marketing for a large insurance company. Once a year your company rewards and recognizes the top 100 sales agents by taking them to a luxury resort for a four-day conference. Business presentation meetings are held during the morning. Afternoons are free time. Agents and spouses can choose from an assortment of activities including golf, tennis, boating, fishing, shopping, swimming, etc.

On day 2 at 3:00 p.m., you are at the gym working out on the treadmill, when you see Sue your administrative assistant rushing towards you. She says, “I need to talk to you immediately.”

You get off the treadmill and say, “What’s up?” Sue states, “We’ve had a tragedy. Several agents went boating and swimming at the lake. Randy, our agent from California died while swimming.”

(Background information – Randy is 28 years old. His wife did not come on the trip. She is home in California with their three children).

• Explain what you would communicate to the following people.
• Your Human Resources Department
• The local police
• The attendees at the conference (Would you continue the conference?)
• How will you notify Randy’s wife?
• If Randy’s wife and a few family members want to visit the location of Randy’s death, what would you do?
• What are some “guiding principles” that leaders need to follow in a crisis situation?

 Arsenic and Old Lace Case Study

Review the YouTube video, “ I’ll show them who is boss Arsenic and Old Lace.”   

Background Information

The Vernon Road Bleaching and Dyeing Company is a British lace dyeing business. It was purchased in bankruptcy by the father/son team of Henry and Richard Chaplin. Richard has been acting as “Managing Director” which is the same as a general manager or president of a company.

The company has had 50-to-150 employees with 35-to-100 being shop floor, production employees. The company produces and sells various dyed fabrics to the garment industry.

Gerry Robinson is a consultant who was asked to help transform methods of conducting business to save the company.

Jeff is the factory manager.

• What are Richard’s strengths and weaknesses as a leader?
• What could Richard have done to make the problems of quality and unhappy customers more visible to the workforce?
• What do you think Richard’s top three priorities should be for the next 12 months?
• What could Richard have done to motivate the workforce?
• Evaluate Jeff’s approach and effectiveness as a leader.

The book contains 16 case studies, four role-plays, and six articles. I hope you find some of the content useful and helpful in your efforts to teach leadership.

Click for additional leadership case studies and resources .

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Leadership Case Studies in Education

• Peter G. Northouse - Western Michigan University, USA
• Description

See what’s new to this edition by selecting the Features tab on this page. Should you need additional information or have questions regarding the HEOA information provided for this title, including what is new to this edition, please email [email protected] . Please include your name, contact information, and the name of the title for which you would like more information. For information on the HEOA, please go to http://ed.gov/policy/highered/leg/hea08/index.html .

For assistance with your order: Please email us at [email protected] or connect with your SAGE representative.

SAGE 2455 Teller Road Thousand Oaks, CA 91320 www.sagepub.com

Did not meet standards.

I used this previous version once before for a business leadership class. Good at breaking down the different leadership styles. Easy read; I loved this book, it works for any discipline.

Excellent source for doctoral students to utilize in the class.

• Organized around the theories and concepts in Leadership: Theory and Practice 9th Edition by Peter G. Northouse
• Original case studies in each chapter illustrate leadership issues, dilemmas, and challenges in K-12 and Higher Education settings
• Chapter introductions explore how specific leadership theories function in education settings  
• Case questions and advanced case questions challenge students to apply leadership theories to education scenarios
•  A new chapter on inclusive leadership explores key components of inclusive leadership: antecedent conditions, leadership behaviors, and organizational outcomes..
• New cases include cases on the challenges of teaching virtually during the COVID-19 pandemic, creating belongingness while serving diverse student populations, and a university’s efforts to tackle racism on its campus. 
• New references, statistics, and updates throughout 

Sample Materials & Chapters

Chapter 1: Introduction

Chapter 2: Trait Approach

Sage College Publishing

You can purchase this book and request an instructor sample on our US College site:

The Ethical Leadership Case Study Collection

The Ted Rogers Leadership Centre’s Case Collection, developed in collaboration with experienced teaching faculty, seasoned executives, and alumni, provides instructors with real-life decision-making scenarios to help hone students’ critical-thinking skills and their understanding of what good leaders do. They will be able to leverage the theories, models, and processes being advanced. Students come to understand that workplace dilemmas are rarely black and white, but require them to think through and address competing claims and circumstances. Crucially, they also appreciate how they can, as new leaders and middle managers, improve decisions by creating realistic action plans based on sound stakeholder analysis and communication principles. These case studies are offered free of charge to all instructors.

Cases come in both long and short forms. The long cases provide instructors with tools for delving deeply into subjects related to a variety of decision making and organizational development issues. The short cases, or “minis,” are quick in-class exercises in leadership.

For both the long cases and the minis, teaching-method notes are provided, which include not only recommended in-class facilitation methods, but also grading rubrics, references, and student feedback.

Testimonials

“I have been invited to judge the Leadership Centre’s Annual Ethical Leadership National Case Competition since its inception. Each year, competitors are given a Centre’s case to analyze and present. These cases are like nothing else. They bring the student into the heart of the situation. To excel, students must not only be able to cogently argue the options, but also demonstrate how to implement a decision based on a clear-eyed stakeholder analysis and an understanding of the dynamics of change.” Anne Fawcett, Special Advisor, Caldwell Partners

“I have worked with the Ted Rogers Leadership Centre to both develop and pilot test case materials. Feedback consistently shows that the Centre’s cases resonate with students, providing them with valuable learning experiences.” Chris Gibbs, BComm, MBA, PhD, Associate Professor

"As a judge in the recent national Ted Rogers Ethical Leadership Case Competition, I was very impressed with the quality of the case study prepared by the Leadership Centre. It was brief but well-composed. It exposed the students to ethical quandaries, of the sort they may well face in their business careers. It not only tested their reasoning, but it challenged them to develop a plan of action when faced with incomplete information and imminent deadlines.” Lorne Salzman, Lawyer

We value your feedback

Please inform us of your experience by contacting Dr. Gail Cook Johnson, our mentor-in-residence, at [email protected] .

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OpenAI: Idealism Meets Capitalism

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Generative AI and the Future of Work

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Innovation at Google Ads: The Sales Acceleration and Innovation Labs (SAIL) (A)

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Juan Valdez: Innovation in Caffeination

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Honeywell and the Great Recession (A)

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Target: Responding to the Recession

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Hometown Foods: Changing Price Amid Inflation

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Elon Musk's Big Bets

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Elon Musk: Balancing Purpose and Risk

Tesla's ceo compensation plan.

• Krishna G. Palepu
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China Rapid Finance: The Collapse of China's P2P Lending Industry

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Forbidden City: Launching a Craft Beer in China

• Christopher A. Bartlett
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Booking.com

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Innovation at Uber: The Launch of Express POOL

• Chiara Farronato
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Racial Discrimination on Airbnb (A)

• Michael Luca
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Unilever's Response to the Future of Work

• William R. Kerr
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AT&T, Retraining, and the Workforce of Tomorrow

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Leading Change in Talent at L'Oreal

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Eve Hall: The African American Investment Fund in Milwaukee

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United Housing - Otis Gates

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The Home Depot: Leadership in Crisis Management

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• Marc J. Epstein
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The Great East Japan Earthquake (B): Fast Retailing Group's Response

• Hirotaka Takeuchi
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Insurer of Last Resort?: The Federal Financial Response to September 11

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Under Armour

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Hunley, Inc.: Casting for Growth

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Bitfury: Blockchain for Government

• Mitchell B. Weiss
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Deutsche Bank: Pursuing Blockchain Opportunities (A)

• Lynda M. Applegate
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Maersk: Betting on Blockchain

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Yum! Brands

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Bharti Airtel in Africa

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Li & Fung 2012

• F. Warren McFarlan
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Sony and the JK Wedding Dance

• John Deighton
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United Breaks Guitars

David dao on united airlines.

• Benjamin Edelman
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Marketing Reading: Digital Marketing

• Joseph Davin

Social Strategy at Nike

• Mikolaj Jan Piskorski
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The Tate's Digital Transformation

Social strategy at american express, mellon financial and the bank of new york.

• Carliss Y. Baldwin
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The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire?

• Juan Alcacer
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Dow's Bid for Rohm and Haas

• Benjamin C. Esty

Finance Reading: The Mergers and Acquisitions Process

• John Coates

Apple: Privacy vs. Safety? (A)

• Henry W. McGee
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Sidewalk Labs: Privacy in a City Built from the Internet Up

• Leslie K. John

Data Breach at Equifax

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Apple's Core

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Design Thinking and Innovation at Apple

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Apple Inc. in 2012

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Iz-Lynn Chan at Far East Organization (Abridged)

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Barbara Norris: Leading Change in the General Surgery Unit

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Adobe Systems: Working Towards a "Suite" Release (A)

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Castronics, llc, gemini investors, angie's list: ratings pioneer turns 20.

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J.c. penney's 'fair and square' strategy (c): back to the future.

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GROW: Using Artificial Intelligence to Screen Human Intelligence

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GitLab and the Future of All-Remote Work (A)

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JCPenney: Back in Business

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(Re)Building a Global Team: Tariq Khan at Tek

Managing a global team: greg james at sun microsystems, inc. (a).

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Organizational Behavior Reading: Leading Global Teams

Ron ventura at mitchell memorial hospital.

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Anthony Starks at InSiL Therapeutics (A)

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The 2010 Chilean Mining Rescue (A)

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Midland Energy Resources, Inc.: Cost of Capital

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Cost of Capital at Ameritrade

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Finance Reading: Cost of Capital

Circles: series d financing.

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Andreessen Horowitz

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Entrepreneurship Reading: Partnering with Venture Capitalists

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David Neeleman: Flight Path of a Servant Leader (A)

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Coach Hurley at St. Anthony High School

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Shapiro Global

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Michelle Levene (A)

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John and Andrea Rice: Entrepreneurship and Life

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Business Advisor

How to Make Different Business Leadership Styles Work (With Case Studies)

Several thought leaders have referred to 2020 as the year of great reset. But if you want to be really strict about it, most of the biggest business shifts started way back at the onset of the 21st century. 

Traditional business leaders who are banking on traditional business leadership styles in this new century needlessly risk losing their businesses to unhealthy age-old leadership practices.

The pandemic just helped reiterate the need for business leaders to change the way they approach business problems primarily due to the following reasons:

• New technologies
• Pace of change
• Changing demographics and employee expectations
• Changing customer expectations

Simon Sinek, in his influential book Start with Why: How Great Leaders Inspire Everyone to Take Action , proposes a powerful framework that emphasizes the importance of a leader’s ‘why’. Sinek argues that leaders who start with why, with their purpose, cause, or belief, are able to inspire and motivate others in a way that transcends simply outlining tasks and goals. This focus on purpose aligns well with the idea that effective leadership is about more than just giving orders; it’s about creating a shared vision and inspiring a team to achieve it.

The chart below gives you a better glimpse of the reasons why there is a difference in the requirements for the kind of leaders we need to have in this era. The data depicted is from Deloitte’s Human Capital Trends Survey .

What are these particular requirements? According to the same study by Deloitte, business leaders need to have the following abilities:

• lead through more complexity and ambiguity
• lead through influence
• manage on a remote basis
• manage a workforce with a combination of humans and machines
• lead more quickly

See this second figure below.

According to Forbes , there are three notable leadership skill shifts for 2021 and these are the following:

• Communication to Empathy 
• Emotional Intelligence to Emotional Agility 
• Time Management to Context Management

Leaders are expected to be effective communicators, but the shift is now focused on empathy as a priority for business leaders this year. The Management Research Group found empathy to be the leading positive leadership competency and one of the biggest predictors of senior executive effectiveness . This makes a lot of sense especially now that the recent challenges brought about by the pandemic have highlighted the value of caring while communicating.

Emotional intelligence to emotional agility is another important shift. Susan David , a psychologist and the author of the book “Emotional Agility: Get Unstuck, Embrace Change, and Thrive in Work and Life” describes emotionally agile people be the type of people who are not only aware of their feelings but also know how to navigate through them.

Now the shift from time management to context management gives emphasis on how the change in the context of how and where we work requires realignment in managing our time and designing our days around how we work. 

While there are several leadership styles and the specific strategies vary depending on the field or industry, the concepts are basically the same. Let’s take note of these leadership skill shifts mentioned earlier in studying how we can better tailor the different leadership styles to suit the changing times. 

The following are six of the different leadership styles we will tackle further:

• Autocratic Leadership Style
• Democratic Leadership Style
• Laissez-Faire Leadership Style
• Situational leadership style
• Transactional Leadership Style
• Transformational Leadership Style

First off, let’s start with the traditional business leadership styles.

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1. autocratic leadership style.

Case Study: Howell Raines of The New York Times

The New York Times under Howell Raines as the Executive Editor decided at one point to only put resources on the stories that he deemed as worth covering. While this led to The New York Times winning a record-breaking seven Pulitzer awards in a single year, several staff members got demoralized.

There is no known theorist behind autocratic leadership so it is considered as an organic leadership style that has developed over the course of time that it has been used. 

Basically, an autocratic leader is the type of leader who would make decisions without proper consultation. You may think that this leadership style is unacceptable for who decides on his own especially if the decision concerns an entire organization, right? 

But, Cleverism articulates three situations where the autocratic leadership style can be used and these are the following:

• The situation requires fast and immediate decision-making
• There is no clarity in the process of the procedure and pushing ahead might only lead people to danger
• There are more inexperienced people in the group and most of them are demotivated

The tendency of most businesses with an autocratic leader is that the subordinates will become passive and mediocre, or conflicts may arise.

In these situations where a business leader must step up and use the autocratic leadership style, it is important to take note of communicating openly and regarding others with respect the entire time.

2. Democratic Leadership Style

Case Study: Sergey Brin and Larry Page of Google

Founders Sergey Brin and Larry Page hired Eric Schmidt to jump-start the Internet search engine. Blending autocratic, laissez-faire and democratic leadership styles, they allowed someone knowledgeable and experienced into Google which would then lead to more democratic teams composed of experienced talent. 

Also known as the participative leadership style, the democratic leadership style in business management is often characterized as the style that encourages collaboration with fellow leaders and team members. In other words, everyone is allowed to participate in the decision-making process. 

While this style of leadership is very motivating for most people as compared to the autocratic leadership style, it works best for businesses that employ experts in their departments so little supervision is required. 

According to St. Thomas University , the following organizations can take advantage of this:

• Biotech R&D divisions
• Housing construction sites
• Universities
• Information technology companies

Furthermore, the university lists the following as the disadvantages of this leadership style:

• Business leaders may become too dependent on their subordinates
• Getting everyone’s input may take a lot of time 
• Missed deadlines are possible 
• Consulting with people who lack accurate data or sufficient knowledge
• Too much burden for business leaders to oversee collaboration

The democratic leadership style can bring forth massive business growth if business leaders are willing to take responsibility for the decisions made and provide support and expertise during collaborations.

Such requires highly productive leaders who know what they do and will take action.

3. Laissez-Faire Leadership Style

Case Study: Warren Buffett of Berkshire Hathaway

Warren Buffett is known for exemplifying the laissez-faire leadership style as he allows people he works with to do their jobs without his supervision or intervention. His great success over several years has been attributed to his style of leadership which allows a culture of motivation and confidence. He, however, sees to it that he only hires people he can trust to do their jobs.

The laissez-faire leadership style emerged from the French word laissez-faire which means “leave alone”. Also called the hands-off approach, this style is based on the concept that leaders can leave their employees or teams alone in coming up with ideas or decisions for the business departments they are part of. 

This used to be a very popular style before the 19th century, but as modernization started, more and more business leaders find the disadvantages of leading teams with no supervision to be detrimental. This is particularly possible for companies that lack expert talent.

What business leaders who employ this leadership style should note is that assuming that subordinates must be free from accountability. This only encourages the company’s people to be complacent.

The business leader must ensure that teams are composed of highly-skilled individuals who can be reliable in achieving business goals under their responsibility.

At this point, we’ve already discussed the three leadership styles that can be highly traditional unless approached with a fresh perspective that takes into account the new leadership needs and skill shifts.

How these three business leadership styles work is illustrated below.

Which leadership style can you resonate with the most?

We now have what we call modern leadership styles or approaches. These styles have emerged as a response to the traditional styles that do not allow much room for innovation. 

Although most of these new approaches are modified versions of the traditional leadership styles, they are identified mainly based on the following types of categories:

• Situational leadership
• Transactional leadership
• Transformational leadership
• Innovative leadership

4. Situational Leadership Style 

This leadership style follows the contingency-based leadership model when responding to situations or making decisions. Business leaders who employ this style are flexible and would normally use varying leadership strategies depending on the situation.

Goleman believes that a situational leader must be able to incorporate the six specific leadership styles given the right circumstances.

5. Transactional Leadership Style

Also known as managerial leadership, transactional leadership is a style that focuses on supervision, organization, and group performance.

Business leaders under this style use rewards and punishments to motivate subordinates in a given task.

According to Verywell Mind , the basic assumptions of transactional leadership are the following:

• When the chain of command is clear, your workforce performs their best
• Rewards and punishments are effective agents of motivation
• Obeying the leader is the most important goal of the subordinates
• Careful monitoring is a must

When giving assignments, the business leader must be clear when it comes to the instructions, rewards and consequences, as well as giving feedback. 

6. Transformational Leadership Style

Business leaders who subscribe to the transformational leadership style serve as inspirations to their subordinates.

They inspire as they lead by example and as they cultivate an environment that welcomes creativity and innovation. This suits employees who have entrepreneurial minds as transformational business leaders seek to inspire just the right amount of intellectual independence in the workplace.

In a roundup article, Harvard Business Review lists the following as the best examples of transformational leadership:

• Jeff Bezos , Amazon
• Reed Hastings , Netflix
• Jeff Boyd and Glenn Fogel , Priceline
• Steve Jobs and Tim Cook , Apple
• Mark Bertolini , Aetna
• Kent Thiry , DaVita
• Satya Nadella , Microsoft
• Emmanuel Faber , Danone
• Heinrich Hiesinger , ThyssenKrupp

The Harvard Business Review refers to this group as the Transformation 10 for exemplifying transformational leadership.

Strengthening Your Leadership Mindset

About 60% of the executives who participated in the 2021 Deloitte Global Human Capital Trends said that what prepared them for the unknown is leadership . This is the kind of leadership that takes into account the unpredictable and incorporates strategies surrounding that through coaching, teaming, and fostering.

But did you know that based on the research of the Corporate Executive Board , about 50%-70% of the new business executives or leaders fail within the first 18 months? Unless you have the right leadership mindset and you solidify that mindset, you will become part of this figure. 

Whenever a major business problem happens, you can either succumb to the pressure and give up, or find a solution to the problem . The most successful business leaders try their hardest to never give up.

Most business leaders would rather grind than get back to their regular jobs of 9-to-5.

In 1519, a Spanish explorer and conquistador Hernán Cortés pursued the treasures of the Aztecs with 11 ships and a crew of 100 sailors and 500 soldiers. His army was vastly outnumbered and some soldiers tried to escape. Cortés gave the order to burn the ships and left no choice but to fight until their last breath.

That wasn’t the end for everyone. Part of the army survived and they got a hold of the treasure.

At first, calmness is a myth. People are emotional by nature and react to any deviations from their plans. With time, those who choose to be in the captain’s spot until the end see problems that have to be solved and suppress the emotional part that is dragging them down.

The role of a business leader isn’t easy in the first place. Constant changes and surprises are not abnormal and at some point, they become a daily routine.

Plenty of problems appear to be critical, but in the end, they should be solved. You don’t run away from them. You step up as a business leader and inspire your teams to follow through.

The most effective leadership style for business is the leadership that inspires.

If being a business leader of a successful company is among your highest priorities, work on your leadership know-how, develop your management soft skills , and make it work for your people.

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50 Case Studies for Management and Supervisory Training by Alan Clardy

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Developing Leaders and Managers: A Case Study

• Author: Sheryl McAtee
• Management, Supervision & Leadership

Jeanette started the weekend frustrated. On Wednesday morning, she had asked Bob to have his team draft an executive summary about an emerging challenge for senior management.  Based on feedback from her own coach, Jeanette was working on being clearer with her team about action items, deadlines and the reasons behind them.

With that in mind, on Wednesday, she told Bob that she wanted a two-page draft no later than the end of the day Friday. She and Bob discussed an outline for the summary, with key points to incorporate. Jeanette told Bob she planned to finalize the summary over the weekend, so her boss would have it Monday morning.  Jeanette felt pleased by her clarity, and expected good outcomes based on the discussion.

The end of Friday came, so Jeanette wrote an email to Bob to check on the status. Bob acknowledged that his team had given him a draft by noon, but he had not had time to look at it before the end of the day, and he needed to log off for a family event.  Bob attached the unreviewed draft executive summary to the email, “just in case you need it now.”

Jeanette was irritated. Of course she needed it now! She has clearly explained on Wednesday that she would be working on it over the weekend, and Bob’s lack of focus on a mission-critical item seemed irresponsible. She opened the draft Bob had forwarded and became even more irritated. The document was full of technical jargon and was three pages long – a full page longer than her instructions. It was going to take hours to fix it.

Jeanette considered a few options:

• Insist that Bob take responsibility for the project, directing him to review the draft and send her his final version by noon Saturday. While this would contradict Jeanette’s commitment to work-life balance, Bob needed the pain of the negative consequence, so he would not make the same mistake again.
• Write to senior leadership, communicating a delay in the executive summary, so Jeanette would not have to spend her own time on the project over the weekend, and so Bob could “right the ship” upon returning to work on Monday.
• Finalize the executive summary over the weekend, as promised to senior leadership. Share the revision with Bob and set up a coaching/feedback session on Monday to discuss the problems and what should be done differently next time – both with the timeline and with the document itself.

Pause and think about how you would address this if you were Jeanette.  Would you have pursued one of these options? What other options do you see? What would you have done?

In the end, after taking some time to calm down, Jeanette chose the third option. While this required the most time for Jeanette, it got the senior leaders what they needed and Bob received the coaching that he needed. On Monday, Bob also shared the guilt he felt, recognizing that his boss had to work harder over the weekend because of his failure to manage his time and his team’s work better.

There are no right answers to this case study – how you address it depends on your personality, relationships, organizational culture and roles, as well as the project itself. The development lies in asking the right questions, owning your own development needs and considering the options that both build a better team and a better organization over time.

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ChMC Case Study: Paul Terrington

Chartered Management Institute

OCTOBER 16, 2023

ChMC Case Study : Paul Terrington Head of Consulting for the UK & EMEA at PWC UK Paul Terrington CBE on how Chartered allows senior leaders to demonstrate their commitment to the standards they set. A long term advocate of Chartered he led by example and earned it for himself. Leaders lead. You could not be more wrong.

ChMC Case Study: Marco Amitrano

ChMC Case Study : Marco Amitrano Managing Partner and Head of Clients & Markets at PWC UK Chartered Management Consultant Award: The way forward for the consultancy industry. Leading by example , empowering others and being part of a senior leadership team that is supportive of Chartership is an important focus at PwC UK.

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Business Management Case Study: A Complete Breakdown

Gain a comprehensive understanding of the "Business Management Case Study" as we break down the concept from start to finish. Discover the incredible journeys of companies like Apple Inc., Tesla and Netflix as they navigate innovation, global expansion, and transformation. This detailed analysis will provide insights into the dynamic world of business management.

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Case studies play a pivotal role in understanding real-world challenges, strategies, and outcomes in the ever-evolving field of Business Management. This blog dives into the intricacies of a compelling Business Management Case Study, dissecting its components to extract valuable insights for aspiring managers, entrepreneurs, and students alike. Learn the study behind some of the most significant Business Management Case Studies & how an online business degree can help you learn more in this article. 

Table of Contents

1) What is Business Management? 

2) Case Studies in Business Management 

    a) Apple Inc. Innovation 

    b) Tesla’s EV revolution 

    c) Amazon retailer to e-commerce giant 

    d) McDonald’s global expansion 

    e) Netflix’s transformation 

3) Conclusion 

What is Business Management?  

Business Management refers to the set of activities, strategies, and practices employed to oversee and coordinate an organisation's operations, resources, and personnel to achieve specific goals and objectives. It encompasses a wide range of responsibilities to ensure an organisation's efficient and effective functioning across various functional areas. 

Try our Business Case Training Course today and start your career!  

Case Studies in Business Management  

Here are some of the notable case studies in the field of Business Management that have garnered attention due to their complexity, innovative strategies, and significant impact on their respective industries:  

Apple Inc. innovation  

a) Background: Apple Inc. is a global technology giant noted for its innovative products and design-driven approach. In the early 2000s, Apple faced intense competition and declining market share. The company needed to reinvent itself to remain relevant and competitive. 

b) Problem statement: Apple's challenge was revitalising its product line and regaining market leadership while navigating a rapidly changing technological world. 

c) Analysis of the situation: The Case Study dives into Apple's design thinking and customer-centric innovation to develop products that seamlessly blend form and function. The company's focus on user experience, ecosystem integration, and attention to detail set it apart from its competitors. 

d) Proposed solutions: Apple's strategy involved launching breakthrough products like the iPod, iPhone, and iPad that redefined their respective markets. The company also invested heavily in creating a robust ecosystem through iTunes and the App Store. 

e) Chosen strategy: Apple's commitment to user-centred design and innovation became the cornerstone of its success. The strategy encompassed cutting-edge technology, minimalist design, and exceptional user experience. 

f) Implementation process: Apple's implementation involved rigorous research and development, collaboration among various teams, and meticulous attention to detail. The company also established a loyal customer base through iconic product launches and marketing campaigns. 

g) Results and outcomes: Apple's strategy paid off immensely, leading to a resurgence in its market share, revenue, and brand value. The company's products became cultural touchstones, and its ecosystem approach set new standards for the technology industry. 

Tesla’s EV revolution  

a) Background: Tesla, led by Elon Musk, aimed to disrupt the traditional automotive industry by introducing electric vehicles (EVs) that combined sustainability, performance, and cutting-edge technology. 

b) Problem statement: Tesla faced challenges related to the production, scalability, and market acceptance of electric vehicles in an industry dominated by internal combustion engine vehicles. 

c) Analysis of the situation: This Case Study examines Tesla's unique approach, which combines innovation in electric powertrains, battery technology, and software. The company also adopted a direct-to-consumer sales model, bypassing traditional dealership networks. 

d) Proposed solutions: Tesla's solutions included building a network of Supercharger stations, developing advanced autonomous driving technology, and leveraging over-the-air software updates to improve vehicle performance and features. 

e) Chosen strategy: Tesla focused on high-quality engineering, creating a luxury brand image for EVs, and promoting a community of passionate supporters. The company also bet on long-term sustainability and energy innovation beyond just manufacturing cars. 

f) Implementation process: Tesla faced production challenges, supply chain issues, and scepticism from traditional automakers. The company's determination to continuously refine its vehicles and technology resulted in incremental improvements and increased consumer interest. 

g) Results and outcomes: Tesla's innovative approach catapulted it into the forefront of the EV market. The Model S, Model 3, Model X, and Model Y gained popularity for their performance, range, and technology. Tesla's market capitalisation surged, and the company played a significant part in changing the perception of electric vehicles. 

Amazon retailer to e-commerce giant  

a) Background: Amazon started as an online bookstore in the 1990s and quickly expanded its offerings to become the world's largest online retailer. However, its journey was riddled with challenges and risks. 

b) Problem statement: Amazon faced difficulties in achieving profitability due to its aggressive expansion, heavy investments, and price competition. The company needed to find a way to sustain its growth and solidify its position in the e-commerce market. 

c) Analysis of the situation: This Case Study explores Amazon's unique business model, which prioritises customer satisfaction, convenience, and diversification. The company continuously experimented with new ideas, services, and technologies. 

d) Proposed solutions: Amazon's solutions included the introduction of Amazon Prime, the Kindle e-reader, and the development of its third-party seller marketplace. These initiatives aimed to enhance customer loyalty, expand product offerings, and increase revenue streams. 

e) Chosen strategy: Amazon's strategy revolved around long-term thinking, customer obsession, and a willingness to invest heavily in innovation and infrastructure, even at the expense of short-term profits. 

f) Implementation process: Amazon's implementation involved building a vast network of fulfilment centres, investing in advanced technology for logistics and supply chain management, and expanding its services beyond e-commerce into cloud computing (Amazon Web Services) and entertainment (Amazon Prime Video). 

g) Results and outcomes: Amazon's strategy paid off as it transformed from an online bookstore to an e-commerce behemoth. The company not only achieved profitability but also diversified into various sectors, making Jeff Bezos the richest person in the world for a time. 

McDonald’s global expansion  

a) Background: McDonald's is one of the world's largest and most recognisable fast-food chains. The Case Study focuses on the company's global expansion strategy and challenges in adapting to diverse cultural preferences and market conditions. 

b) Problem statement: McDonald's challenge was maintaining its brand identity while tailoring its menu offerings and marketing strategies to suit different countries' preferences and cultural norms. 

c) Analysis: The Case Study analyses McDonald's localisation efforts, menu adaptations, and marketing campaigns in different countries. It explores how the company balances standardisation with customisation to appeal to local tastes. 

d) Solutions and outcomes: McDonald's successfully combines global branding with localized strategies, resulting in sustained growth and customer loyalty in various markets. The Case Study demonstrates the importance of understanding cultural nuances in international business. 

Netflix’s evolution  

a) Background: Netflix started as a DVD rental-by-mail service and became a leading global streaming platform. The Case Study explores Netflix's strategic evolution, content production, and influence on the entertainment industry. 

b) Problem statement: Netflix's challenge was transitioning from a traditional DVD rental business to a digital streaming service while competing with established cable networks and other streaming platforms. 

c) Analysis: The Case Study analyses Netflix's shift to online streaming, its investment in original content production, and its use of data analytics to personalise user experiences and content recommendations. 

d) Solutions and outcomes: Netflix's strategic pivot and focus on content quality and user experience contributed to its dominance in the streaming market. The Case Study illustrates how embracing digital disruption and customer-centric strategies can drive success.  

Conclusion  

These case studies offer valuable insights into different facets of Business Management, including innovation, strategic decision-making, customer-centric approaches, and market disruption. Analysing these cases provides aspiring managers and entrepreneurs with real-world examples of how effective strategies, risk-taking, and adaptability can lead to remarkable success in the dynamic business world. 

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Leadership Case Study Inspires and Motivates Others to High Performance

MTCR is a leading company in the development and manufacturing of a broad range of custom hardware solutions. The company prides itself and is well known for being refreshingly honest and straightforward in its dealings with customers and employees, and in its ability to deliver difficult projects on time. Sally has been a senior manager at MTCR for four years and leads a team in the custom services area of the company. In a recent 360-degree survey, Sally scored above average (at the 70 th percentile) in the competency, Inspires and Motivates Others to High Performance. Her report also indicated that her manager, peers, and direct reports saw this competency as a critical one for someone in her position. Some of the written comments in her survey indicated that if she demonstrated and applied this competency more often, it would have a significant positive impact on her success on the job. For these reasons, she's focusing her personal leadership development over the next year on this competency. David is one of Sally's direct reports who has worked at MTCR for more than nine years and whose historical performance has been excellent. It's generally known among the team that David doesn't have as strong a technical background as most of his colleagues. At the same time it's also well known that he has a very efficient work style and puts in any extra hours needed to meet personal and team goals. He transferred from a different group and joined Sally's team almost two years ago. Unfortunately, David has had several performance setbacks on the job over the last three months. One of them revolved around some critical missed assignments and late deliveries. Sally had assigned him two projects with some stretch goals that were not easy for David to hit, but had made those assignments specifically to give him development opportunities he had requested. This approach was typical for her, as she generally has a positive approach and displays confidence in her team members. She had worked together with him on his plans, and

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