NCJ Number
201020
Date Published
2003
Length
235 pages
Annotation
This book describes the Success Case Method, which is a way for managers and similar leaders to quickly assess the success level of new business initiatives.
Abstract
The author describes the Success Case Method (SCM) as a simple and proven way of quickly finding out how well a business initiative is doing. SCM is touted as being a cheaper alternative to full-blown evaluation studies, while still providing key evidence that can hold up under scrutiny. The methodology is noted as being quick and easy to use. Specifically, SCM addresses four key questions about a new initiative: (1) What is currently happening with the initiative; (2) what are the results; (3) what is the value of the results; and (4) how can it be improved? The particular methodology of SCM involves the use of storytelling, combined with solid facts and evidence. The goal of the book is to outline specifically how to employ the SCM. Chapter 1 provides an overview of how the SCM works, including its rationale, its basis in scientific inquiry, and its benefits. Chapter 2 provides a detailed description of how to use the SCM. Chapters 3 through 7 detail each step of the SCM process. Chapter 3 focuses on how to clarify and define each new case, while Chapter 4 describes the creation of the Impact Model. Chapter 5 discusses the use of surveys to gather information, Chapter 6 provides guidance on interviewing and documentation, and chapter 7 describes how to present case results. Chapter 8 provides an overview of how to apply SCM in an organizational setting and offers examples of cases in which the SCM would be useful. In the References section at the end of the book, the author includes a list of resource readings for those lacking formal training in research methods. Appendix A presents an example of an actual SCM case report. Throughout the book, the author includes relevant illustrations, checklists, and examples.