Impact 2014 Cima Business Case Awards

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With this criteria relating to impact 2014 cima business case awards.

GUIDE
ImpACT
2014
CIMA Business Case Awards
The CIMA Business Case Awards is a competition that
recognises organisational success and turnarounds, whilst
identifying what drove such outcomes. This year, we invite
‘corporate professionals, to submit business cases, which
created and sustained impact that really stuck, through
eloquent execution and achieved stra to pheric success.
ImpACT 2014 will feature impactful corporate action that
resulted in sustainable winning outcomes. Participants will
identify and narrate specific real-life occurrences in their own
organisation through a business case indicating the ImpACT
to organisations and industries.
The key objectives of the competition are:
Ÿ To enhance knowledge on how success is achieved and
sustained in an organisation, and the ability to effectively
communicate such knowledge.
Ÿ To facilitate cross-company knowledge sharing by giving
exposure to cases that depict organisational success
stories.
Business case
awards 2014
‘ImpACT’
Chartered Institute of
Management Accountants
CIMA Business case awards 2014 01 ‘ImpACT’
1. Benefits to participants and their employers
Intellectual benefits
Material benefits
Recognition
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i. Deepen knowledge about management concepts and its application to
businesses.
ii. Deepen understanding about one's own workplace (company) strategies,
value chain, processes, competitive environment etc.
iii. Contribute to organisation's learning and growth beyond one's area of
responsibility.
iv. Participants will be provided guidance and training on narrating an interesting
and insightful case study.
. The winners placed in the first three positions will be awarded the titles
'winner', 'first runner-up' and 'second runner-up' of the CIMA Business Case
Awards 2014, respectively; team members and their employers will be
awarded trophies and certificates.
ii. The teams placed first, second and third will be awarded Rs.200,000,
Rs.150,000 and Rs.100,000 respectively
. The winners, along with their employers will be announced and recognised in
local print media.
ii. The winner will be provided the opportunity to present the key learning from
their case at the CIMA Business Case Awards Night 2014.
iii. The CEOs of the top 3 teams will be interviewed on the case content and the
video recording will be aired at the CIMA Business Case Awards Night 2014.
iv. Shorter narration of the winning case will be incorporated into a relevant
global/local CIMA publication subject to meeting required standard of quality.
v. Publications showcasing the best cases formulated by CIMA
vi. The top 5 business cases will be published in the business section of a local
newspaper.
CIMA Business case awards 2014 ‘ImpACT’ 02
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2. Entry requirements
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3. Submitting your business case
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Teams of two to three participants from any organisation incorporated in Sri Lanka may register
for the competition.
All participants must be Sri Lankan resident employees of the organisation.
Each team should include at least one participant who is an active CIMA Sri Lankan resident
member or student as of 10 July 2014.
The team leader will be the primary point of contact with the CIMA Sri Lanka Division.
One organisation may have more than one team participating for the competition provided
each team submits a case based on a different theme, addressing a different situation or
occurrence within the organisation.
A team can include participants (including team leaders) from external organisations, subject to
submitting written consent from the organisation on which the case is based.
Permission from the external participant's employer will have to be obtained if required. All
external parties should disclose this to CIMA at the registration stage of the competition.
A non refundable registration fee of Rs. 3000/= is payable with submission of the registration
form.
Deadline for registrations is 20 July 2014.
All completed cases must reach CIMA Sri Lanka division by post and e-mail on or before 10
September 2014 by 4.30pm, and should be addressed to:
Dharshan Cooray
Manager - Member Development & Thought Leadership
CIMA Sri Lanka Division, 356, Elvitigala Mawatha, Colombo 05
[email protected]
Case-studies submitted via e-mail should be sent as Microsoft Word documents. If the soft copy
cannot be emailed, it may be submitted on a CD along with the hard copy of the case.

Post

E-mail
CIMA Business case awards 2014 03 ‘ImpACT’
4. Rules of the competition
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The business case should consist of 4000 words excluding appendices and references. A
deviation greater than +/- 5% from this word limit will be penalised.
The participant should identify and narrate a specific real-life occurrence within the organisation
in which they are employed, under a preferred theme relating to one of the topics given by CIMA
Sri Lanka. These topics, along with examples of possible themes are given in the next section.
(The possible themes given alongside the topics are only examples, and participants should not limit
themselves to these).
The case should be based on data and information extracted within the last 5 years of the
submission date (approximately between June 2009 and June 2014).
Data provided must be relevant to the overall objectives of the case.
It is the applicant's responsibility to obtain prior approval from the company in which they are
employed for usage of company information (if required). An endorsement letter from the
company concerned is required, confirming that information submitted through the case is not
sensitive and may be published.
Submissions cannot state that information relevant to analysis and communication of a
business case is withheld due to sensitivity of such information, as this will not allow judges to
evaluate cases based on the assessment criteria used.
The teams placed within the top 3 in previous competitions cannot submit the same case.
However, other participants may re-submit their case for consideration.
Please follow the format given in section 6.3 as a guideline to narrate and present the case.
Business cases will be screened to check whether the format and guidelines specified have been
followed at the point of submission. Deviation from the required format and/or submission of
reports or documents which have been formulated for different purposes will result in rejection
upon submission and these cases will not be marked by the judging panel. Only cases that are in
line with basic requirements will be marked by the judges.
The narration of the case should be based on sound concepts/principles underpinned by a
thorough literature review (usage of concepts/principles synonymous with CIMA curriculum will
work to the participants' advantage).
CIMA strongly recommends that a mentor to support the team is appointed within the
company or externally.
Team members of the top 5 shortlisted business cases are expected to deliver a fifteen-minute
presentation to the panel of judges, which will be followed by a five-minute interview. The aim
of this presentation is to serve as a validation of the case already presented and no new
information is required to be presented at this stage.
CIMA Business case awards 2014 ‘ImpACT’ 04
Successful system rollover, organisational restructure
Sustainability project such as new compliance to UNGC principles,
conversion to green manufacturing, carbon neutral project, strategic
changes addressing climate change, using sustainability as a
competitive strategy, access to new value networks and markets
through sustainable strategy
BSC, optimizing potential of human capital and benchmarking exercise
Managing the risk of changing customer needs/demand, competitive
pressure, product related risk, reputation risk
Conversion to a shared services model, BPO project undertaken,
successful business partnering activity
Use of governance framework to enhance reputation and performance
Backward and forward integration for effectiveness and efficiency
Transformational leadership within the organisation driving higher
levels of performance, emergent leadership in organisations during a
time of crisis
Branding as a strategy to create greater value and access new market
segments, enhance existing market share
BPR, Kaizen, 5S for cost efficiency
Micro financing project, successful SME start-up, a SME successfully
launching a new product/service
Case on an existing private and public sector partnership for economic
growth
Formulation and implementation of effective competitive strategy
resulting in improved market share, entering and gaining a significant
share in a new competitive market. Strategies and processes to
effectively manage competition in the long run.
Continuous innovation through new products/ markets, external,
internal innovation, encouraging innovation in processes, innovation
through new technology and people
Cases of how effective stakeholder management strategies have
resulted in value maximization, stakeholder management systems for
improved performance
Cases of effectively managed projects delivering value to the
organisation
Effective use of an organisation's value chain/ value network to
create/maintain sustainable competitive advantage
* Examples of possible themes that can
be covered under the topic
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5. Topics for the business case
No. Topic
Change management
Sustainability
Performance management
Enterprise risk management
Business transformation
Enterprise governance
Supply chain management
Leadership
Branding
Process excellence
SME economy
Private and public sector
partnership
Strategic management of
competitive environment
Innovation
Stakeholder management
Project management
Value chain
CIMA Business case awards 2014 05 ‘ImpACT’
Human resource value optimization, human resource planning and
development for driving business strategy
Sustainable business models, innovating/ creating new business
models, creation/ enhancement of value through a business model
Strategic management of information for better decision making, the
use of big data to drive value enhancement, information use for
sustainable competitive advantage
Creating a knowledge management culture that drives improved
performance, setting up a knowledge management system, evaluating
the success of a knowledge management drive
Successful transition to/ implementation of e-commerce platforms,
social media marketing, new retail solutions
Increased efficiency through systems overhaul, performance
improvement through process optimization in the public sector
Intrapreneurship – the entrepreneurial employee that drives improved
performance, maintaining an entrepreneurial mindset for continuous
improvement, successful new ventures
Human Capital
Business models
Information intelligence/ big data
Knowledge management
Modern trade/ retail business
performance excellence
Public sector performance
improvement
Entrepreneurship/new ventures
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* The possible themes given alongside the topics are only examples, and participants need not limit
themselves to those examples
6.Assessment of the business case
6.1 Panel of judges
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6.2 Assessment criteria
Professor Uditha Liyanage (moderator and chairman)
Dr. Travis Perera | Mr. Chanakya Dissanayake | Dr Arul Sivagananathan | Mr. Manil Jayesinghe
Clarity and relevance of theme 10%
Methodology 20%
Analysis and findings 30%
Structure and presentation of case 15%
Recommendations 15%
Practicality/ Applicability of findings 10%
Criterion Weightage
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General presentation requirements
ŸBusiness case should be accompanied by a cover page indicating the name of competition
(CIMA Business Case Awards 2014), title/theme of case study, name of the organisation,
names of the participants, CIMA reference number of the member or student, and date of
submission.
6.3. Presentation of the business case
CIMA Business case awards 2014 ‘ImpACT’ 06
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¬ Non-periodical:
¬ Periodicals:
¬ Web sources:
Format of the business case study
Introduction (case background)
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Theoretical description
Case framework
It should be printed on A4 size paper, and typing should be single sided.
Twelve point Arial-font with 1.5 line spacing should be used throughout the narration.
A margin of 1-inch should be kept on all sides of the sheet with the exception of left-side
where 1.25 inches should be kept.,
Text should be justified on left-side and right-side margins.
Bibliography and references should be clearly stated to avoid plagiarism.
Plagiarism will result in disqualification from the competition. Usage of another's ideas,
work or other material without providing due credit to the source will be considered as
'plagiarism' for the purposes of this competition.
References and bibliographic material should be listed in the following manner:
Author surname, Author initials. (Year). Title of work. Location: Publisher.
Author surname, Author initials. (Year). Title of article. Title of periodical,
vol. (issue number/month(s),pages.
Author surname, Author initials.
(Year month date). Title of work. Retrieved date, from URL
In a case study, the writer identifies and describes in narrative form, an underlying organization-
specific theme. The format of the case study is given below:
Provide organizational information as a backdrop to the case.
Identify and briefly describe a particular theme with respect to the selected organization. For
example, sustaining market leadership through innovation; turnaround strategies;
enhancing productivity, etc.
State the purpose/objectives of the case study: what do you want to achieve/highlight?
State the scope and limitations of the case: what are the confines of the narrative?
The identified theme should be described and contextualised by a review of literature with regard
to key terms that underpin the theme. For example, if your theme is about turnaround strategies,
then what does the literature say about turnaround strategies, and what are their drivers? A case
study must rest on a sound theoretical foundation. At least five articles must be used for the study,
including articles from CIMA research, available on the CIMA/CGMA websites
(www.cimaglobal.com and www.cgma.org).
Based on the above, your theme must now be conceptualised. A case framework must be
developed. For example, you may identify key determinants (independent variables) of successful
turnaround strategies (the dependent variable). You should clearly define the variables and show
the linkages between variables. This will lead to the formulation of clearly stated propositions(s).
CIMA Business case awards 2014 07 ‘ImpACT’
Methodology
Case narrative
Discussion of findings
Conclusions and recommendation
Specify and justify the type of data to be collected, instruments of data collection, population and
samples of study, and data-analysis techniques. The choice of the various elements of
methodology will have to be guided by the objectives and proposition of the study.
While the data can be primary, secondary, quantitative or qualitative, analysis should be logically
consistent, convincing and triangulated. In the case study, a minimum of five in-depth interviews
and one focus group should be used to gather data. In addition, company performance data should
be presented as quantitative data. Further, data can be gathered based on observations, newspaper
reports, correspondence, etc
The case study includes the four sub-headings above. The completed report, in addition to the
preceding sub-headings, will include the following:
Once the data has been gathered, you will begin to write the case in narrative form. All writing
must be in relation to the specific theme selected and the case must be written in a style that
would engage and sustain the interest of the reader. Focus on the critical challenges faced by the
company ,strategies adopted and internal business processes supporting the strategy, points of
departure, competitor actions etc. the sequential unfolding of events around the developed
thematic framework will provide interesting reading and lead up to an understanding of the
connections between performance drivers and outcomes; actions and results of the organization.
There will, of course, be ‘gaps’ in the story you narrate. In this regard, the reader will attempt to
find answers to specific questions (say, five) that you will pose at the end of the case.
The case narrative must be self-contained and a ‘stand alone’ chapter which could be published
separately.
As in a research paper, discuss the key findings of the study. Findings must be derived from the data
analysis and should not be based on your own impressions and assumptions.
The discussion must relate to the framework that was formulated. It should be a descriptive
account of the implications of the findings, and their relevance and usefulness in particular
organizational/market settings.
Conclusion and recommendations must flow directly from the discussion of the findings. At the
end, the writer must set out questions in order that the reader can make reasonable assumptions
and offer solutions, and fill the ‘gaps’ in the case. The writer should also recommend a continuity
plan or a way forward useful in sustaining the positive outcomes of the case and minimising
negative effects.
(Adapted from PIM Presentation Guidelines, Postgraduate Institute of Management,2013)
CIMA Business case awards 2014 ‘ImpACT’ 08
7. Additional support provided by CIMA Sri Lanka
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8. Register now
A workshop will be held on developing the case framework and narrating the case at the CIMA
auditorium.
Last years' winning case will be presented at the launch of the CIMA Business Case Awards 2014
and the CIMA Management Accountants’ Conference 2014
Several issues of Sri Lanka Journal of Management carrying case narrations will be available in
the CIMA library. Copies of cases from previous competitions are also available. These cases can
be used for guidance only and may not be consistent with the CIMA Business Case Awards 2014
format.
For detailed clarification as regards the competition, please contact Fuhuma Deen by email
[email protected] or by telephone on 2503880 ext. 222

To register for the competition please download and email the completed form to
[email protected] post/ hand deliver the original form with the non refundable fee of
Rs. 3000 by cash/ cheque in favor of CIMA Sri Lanka by 20 July 2014.
CIMA Business case awards 2014 09 ‘ImpACT’
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