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How to Use this Manual
The Discover Your MAD Skills Masterclass is built around a simple idea: Great case solvers do more than analyse the obvious. They learn to see what others miss. The first manual introduced a systematic approach to solving business cases. It focused on deciph...
PART II: Closing Reflections: Five Thinking Skills - One Strategic Mindset
The five skills in this section are different, but they work together. Critical Thinking asks: Is our reasoning sound? Strategic Thinking asks: Where should we go? Systems Thinking asks: How are the pieces connected? Analytical Thinking asks: What does t...
Business Model Canvas - Testing How the Organisation Creates, Delivers, and Captures Value
Video: Business Model Canvas & Lean Canvas: Visualise, Align, and Strengthen Your Case Solution “A business model is not a collection of boxes. It is a system for creating, delivering, and capturing value.” Learning Objectives By the end of this chapter, yo...
VRIO and Core Competencies - Building Strategy Around What the Organisation Can Uniquely Do
Video: Core Competencies: The Most Underused Tool in Case Competitions Video: Competitive Landscape Maps Visually Show Where Your Client Stands and Where It's Going Video: VRIO Analysis: Find the Capabilities That Can Create Sustainable Competitive Advantage...
Value Chain Analysis - Finding Where Value Is Created, Lost, and Strengthened
Video: Value Chain Analysis: Find Where Your Business Creates Value and Where It Loses It Learning Objectives By the end of this chapter, you should be able to: explain the purpose of Value Chain Analysis; distinguish between primary and support ac...
Porter's Five Forces - Turning Industry Pressure into Strategic Direction
Video: Porter’s Five Forces: How to Analyse Competition and Industry Profitability in Business Cases Learning Objectives By the end of this chapter, you should be able to: explain the purpose of Porter’s Five Forces; understand the five forces that...
PESTLE Analysis - Turning External Change into Strategic Insight
Video: PESTLE Analysis in Business Cases: How to Identify External Forces That Actually Matter Learning Objectives By the end of this chapter, you should be able to: explain the purpose of PESTLE analysis; distinguish between political, economic, s...
SWOT Analysis - Turning Four Boxes into Strategic Insight
Video: Stop Presenting Laundry List SWOTs: Turn SWOT into Real Insights That Support Your Solution Video: Turn Your SWOT into Strategic Alternatives: The TOWS Method That Actually Builds Solutions Learning Objectives By the end of this chapter, you should b...
PART III: Understanding The Situation
"Before you can solve the problem, you have to understand the situation." Case competitors have access to many frameworks. SWOT. PESTLE. Porter's Five Forces. Value Chain. VRIO. Business Model Canvas. Stakeholder Analysis. The challenge is not lea...
Decision-Making Under Uncertainty - Making Defensible Choices When the Future Is Unclear
Video: Decision Trees Visually Show Your Strategic Choices and Why You Chose Them Learning Objectives By the end of this chapter, you should be able to: distinguish risk, uncertainty, ambiguity, and incomplete information; identify the assumptions ...
PART I: Building the MAD Skills Toolkit - Choosing the Right Tool for the Right Question
Case competitions expose you to a wide range of tools, frameworks, and analytical techniques. Some help you understand: customers; competitors; industries; financial performance; organisational capabilities; operational problems; ...
Ethical Thinking - Making Decisions That Create Value Without Unacceptable Harm
Learning Objectives By the end of this chapter, you should be able to: identify the ethical dimensions of a business decision; distinguish ethical dilemmas from legal or compliance questions; recognise competing values, rights, duties, and stak...
Creative Thinking - Expanding the Possibilities Before Selecting the Solution
Learning Objectives By the end of this chapter, you should be able to: define creativity as the generation of ideas that are both original and useful; frame a problem in a way that encourages productive exploration; identify assumptions limitin...
Analytical Thinking - Turning Information into Decision-Relevant Insight
Learning Objectives By the end of this chapter, you should be able to: define the question an analysis must answer; break a complex problem into manageable components; build a structured issue tree or analytical plan; distinguish relevant ...
Systems Thinking - Seeing the Relationships Behind the Problem
Learning Objectives By the end of this chapter, you should be able to: define a system in the context of a business case; identify the elements, relationships, and purpose of a system; establish an appropriate boundary for the analysis; re...
Strategic Thinking - Making Choices That Position the Organisation for Long-Term Success
Learning Objectives By the end of this chapter, you should be able to: distinguish strategic thinking from operational thinking and strategic planning; recognise the characteristics of a strategic decision; define what success means for a part...
Critical Thinking - Earning the Right to Make a Recommendation
Learning Objectives By the end of this chapter, you should be able to: distinguish facts, opinions, inferences, assumptions, and hypotheses; evaluate the relevance, reliability, sufficiency, and limitations of evidence; separate symptoms from p...
PART II: Thinking Skills
"Winning teams don't simply know more frameworks. They think differently." Video: Where Do We Even Start: The Steps to Solve a Case Video: How to Read a Case the Right Way: Stop Wasting Time and Start Seeing What Matters Video: How to Do Smart Case Research...
Building Your Toolkit - From Framework Knowledge to Analytical Judgement
Learning Objectives By the end of this chapter, you should be able to: explain the difference between knowing a framework and using it well; define the question an analytical tool must answer; identify the major characteristics of a case; ...
McKinsey 7S - Aligning the Organisation to Execute the Strategy
Video: McKinsey 7S: Why Great Strategies Still Fail Video: Change Management in Case Solutions: How to Make Your Recommendation Actually Happen with People “A strategy is only as strong as the organisation’s ability to execute it.” Learning Objectives By t...