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PART III: Build The Case-Solving Architecture Once you have deciphered the case and understood the organisation, you need a structure for turning that understanding into a decision. Case solving can feel chaotic. There is information everywhere. There are...

PART XIV: MAD Skills Practice System Knowing the framework isn't enough. You have to practice using it. The objective of practice is not perfection. It is repeated recovery and improvement. Practice 1: Decipher the Case Take a case and give yourself 10 minu...

About the Author Cam Welsh is an award-winning educator, executive coach, and one of Canada's most experienced case competition coaches. Over more than two decades, he has coached and mentored more than 300 business case competition teams at the undergradua...

Series Preface This series of manuals represents my attempt to capture, organise, and share more than 20 years of experience coaching case-solving teams at regional, national, and international competitions. It is also the culmination of a year-long sabbatica...

Introduction You can have the best analysis in the competition and still lose. Every year, judges see teams that identify the right problem, develop thoughtful recommendations, complete excellent financial analysis, and build realistic implementation plans. Y...

How to Use This Manual Business case-solving competitions are not won by knowing the most frameworks. They are won by knowing: which questions to ask, which problems to solve, which tools to use, which ideas to pursue, and how to turn that thinking into a cle...

About the Author Cam Welsh is an award-winning educator, executive coach, and one of Canada's most experienced case competition coaches. Over more than two decades, he has coached and mentored more than 300 business case competition teams at the undergradua...

Introduction Every business case begins with uncertainty. You are handed a situation that is incomplete, ambiguous, and often deliberately complex. Some information is important. Some is distracting. Some facts point in different directions. Your challenge is...

Series Preface This series of manuals represents my attempt to capture, organise, and share more than 20 years of experience coaching case-solving teams at regional, national, and international competitions. It is also the culmination of a year-long sabbatica...

PART XIII: Discover Your MAD Skills Case-Solving Checklist Before submitting your presentation, work through the following. Decipher Do we understand what the case is really asking? Have we identified the central problem? Have we separated symptoms from...

PART IV: Analysis: Frameworks Are Optional One of the most important lessons for developing case-solving judgment is that you do not have to use a framework. Frameworks are tools, not requirements. Sometimes a framework will help you see something that would ...

PART XI: The Close The final slide does not mean the presentation is over. Your close is the last opportunity to reinforce the problem, recommendation, and impact before the judges begin testing your thinking. Done well, it brings the presentation full circle...

PART XII: The Presentation Structure A strong case solution still needs to be understood. Once the analysis is complete, the alternatives have been evaluated, and the recommendation has been developed, your team must decide how to communicate the solution as ...

PART X: Building the Presentation A strong case solution does not automatically become a strong case presentation. Once the strategy is developed, your team must make another series of decisions: What does the audience need to understand, believe, and remembe...

PART IX: Future Considerations Strong case teams often generate more good ideas than they can—or should—recommend. Some ideas may be strategically attractive but depend on capabilities that do not yet exist. Others may require additional investment, research,...

PART VIII: Risk & Mitigation Every recommendation involves uncertainty. The goal of a strong case solution is not to pretend that risk can be eliminated. It is to demonstrate that your team understands what could prevent the recommendation from succeeding and...

PART VII: Implementation A recommendation tells the organisation what it should do. Implementation explains how it will actually happen. This is where strategy becomes execution. A strong implementation plan demonstrates that your team has thought beyond the ...

PART VI: Recommendation Strong case solving ultimately leads to a decision. After deciphering the case, analysing the situation, and evaluating alternatives, your team must determine what the organisation should actually do. A strong recommendation is more th...

PART V: Developing Alternatives Once the team understands the problem and has developed meaningful insights, the next question is: What could the organisation actually do? This is where many case solutions become weaker. Teams often jump from analysis directl...

How to Use This Manual The first Discover Your Mad Skills Masterclass Manual focused on solving the case: deciphering the problem, conducting analysis, developing alternatives, making a recommendation, and determining how to implement it. This second manual f...