Case Study using IVEY method

Case Analysis Methodology - Ivey

Background Information or Synopsis

• Divide the case into logically sequenced sections using subtitles.  List/highlight the factors, points, issues which appear to be most important to you.  Do not rewrite the case in essay format.  Select the facts from the case which you think are most relevant to the decision making process. Not all information in the case is relevant.
• Briefly summarize the case, identifying only those case factors which have a direct bearing on your analysis.

Definition of the Issue

• This should be a brief paragraph outlining what the root cause/basic underlying  issue(s) is/are in the case. Primary problems are root causes or the basic underlying issues; secondary problems are symptoms of the problems or immediate issues going on in the case.
• Secondary problems/immediate issues are generally the ones that you are specifically told about in the case. Thus, it’s helpful to start with identifying the secondary problems. What are you actually told about in the case?
• Primary problems require a deeper level of analysis. Keep asking WHY a certain problem is occurring until you get at the root problem(s)/basic issue(s).
• How urgent is the issue? Does it need to be immediately resolved or does the company have some time in coming up with a response?
• How important is the issue? Is it central to the organization’s operations or a peripheral issue?

Analysis of Case Data

• Begin this section by substantiating your identification of the root cause/basic issue(s). What are the secondary problems/symptoms/immediate issues that lead you to the identification of the root cause(s). What are the causes and effects that you’ve identified based on your analysis of the case data?
• What impact(s) does the problem or issue have on the organization in terms of costs, quality, customer service or innovation, etc.?
• What are the constraints and opportunities operating in the case? What does the organization need to consider in coming up with a solution?
• Consider both quantitative and qualitative data provided to you in the case, as appropriate. What are these data telling you about the best way to resolve the issue?

• Your analysis needs to be based on defendable arguments. What concepts, theories, models, etc. that you’ve learned in this and other courses might help you in resolving the issues? Remember that I am looking for something beyond a “common sense” approach to the problem. Use your course concepts! For example, it would be insufficient to say that the organization should conduct training. How, specifically, do they go about doing this? What is the process? What do they need to think about? You should be citing your course materials (knowledge gained from other courses is also encouraged, as appropriate) throughout the case. If you are not, you are not incorporating course concepts to the extent required for the assignment.
  • I suggest identifying your secondary problems and then review your text and what we’ve been discussing in class to help you with your primary problem identification.

• • Once you’ve identified the problems, use your course concepts to help you brainstorm alternatives, make recommendations, and identify steps for your implementation plan.

Identify Clear and Definable Alternatives

• Identify as many alternatives as possible (use brainstorming) to resolve all root/basic problems (link to textbook concepts or techniques). Remember that doing nothing is always an option (although not usually a good one). Focus on brainstorming for root/basic problems; if you have done your analysis properly, solving the root/basic problems will also address the symptoms/immediate problems. This is a good double-check strategy.

Identify Specific and Defendable Decision Criteria

• What are the criteria that you should use to identify the best alternative to solve the problem?
• Some common decision criteria are identified below (source: Mauffette-Leenders, L. A., Erskine, J. A., & Leenders, M. R. (2007). Learning with cases (4^th ed.). London, ON: Ivey Business Publishing):

• Remember that more decision criteria is not necessarily better and will make your assessment of alternatives cumbersome. Focus on identifying the criteria that are most relevant for this decision in the context of the case.

Objective Assessment of Alternatives

• Once you have identified alternatives, analyze the alternatives to identify the one(s) that will best address the problems. The best option(s) become your recommendations for the case.
• Identify pros and cons associated with all solutions and recommendations (costs, benefits).

Defendable Selection of Preferred Alternative

• Identify your preferred alternative and develop your recommendation. What makes it the best solution? Sell your recommendation to your organization’s CEO. Why should this approach be followed over other alternatives? Focus on solving the root cause/basic issue(s).

Implementation Plan

• This is a solid plan for moving forward to make your recommendation a reality.
• Identifies major actions and resources required – Addresses the questions -  What? Who? When? How? as per below:
  • Indicates timing and/or dependency of actions – In what order to actions need to be taken?
  • Defines measurement of actions – How will you measure success? How will you ensure that your implementation is unfolding as planned?
  • Monetized forecast of recommendation – How much will it cost? What are the resource requirements?
  • Describes a “Plan B” – No plan survives first contact! Where are the potential problems in your implementation plan? What will you do if something doesn’t go as originally planned?
• Break down your recommendations into action items. For example, it is insufficient to say you would do training on a particular topic. What are the steps for actually conducting training (e.g., needs analysis, training development, training delivery)?

Structure

• Your case analysis should flow logically from beginning to end. In other words, I should not be surprised by something coming up for the first time in the later sections of the paper. For example, if you are suggesting an action in the implementation plan that doesn’t relate to the recommendations you’ve made, perhaps you need to revisit your recommendations (and maybe even your alternatives or problems) to see if you’ve missed something.