sample case study on time management

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Time Management Case Studies: Two Examples for Non-Profit Organizations (From My Time Management Workshop)

Related Papers

Ida Sabelis

Abstract The topic of time management inevitably emerges when researching concepts of time in organizations. And, as we live in a society where we deal with organizations all the time and in a variety of forms, we are continually confronted with the way in which time is managed in an'organizational'way. This article departs from a critical overview of time-management literature and confronts the assumptions therein with the experiences of a (female) chief executive, managing her time.

SHEFERAW M . BEZABIH

The objective of the present study was to investigate and determine the effectiveness of time management strategies in a non-governmental organization specifically in the case of ACOS Ethiopia, Adama branch. The study was guided by four research questions that were generated from the objective of the study and a quantitative method was used in the research. The researcher purposefully took all the workers as respondents, the total number of the organization. The data collection was administered using questionnaires. Mean scores were used to analyze the data. The findings of the study revealed that there was a gap in implementing time management strategies and follow-up on the day-to-day activities where a lack of time management came out to be one of the problems in ACOS. The need for more profound training in time management and implementation was also observed. The implications and limitations are reviewed as suggestions for future studies. Keywords: Managers, Employees, Time Management Strategies

eman shilbayah

Time is one of the most valuable asset available to man. Sadly however is the prevalent lack of time management culture in many societies especially in developing countries including Africa. This paper takes a look at the concept of time management and how it can be practiced to improve organisational efficiency and effectiveness drawing from evidence in literatuure. The paper concludes that most developing countries particulary those of Africa must address and improve the use of time at all levels including organisation to fast track its rate of development.

The Bottom Line: Managing Library Finances

Gary Fitsimmons

Purpose – This paper continues the discussion of planning as an essential part of the leadership quality of good time management by presenting a step-by-step procedure for working out an action plan based on work goals. Design – The paper discusses the importance of having an action plan to guide staff members in accomplishing work goals, sets forth the 5 key elements in an action plan, and then shows how to develop each of those elements. Findings – The paper finds that an action plan is a helpful tool to ensure continuing progress toward work goals and that there are five key elements to be developed for every action plan in pursuit of a goal. Value – The value of developing an action plan is that it helps avoid many problems with projects and provides the mechanism for solving many others, so that projects designed to pursue work goals do not stall out indefinitely.

Personnel Review

B J C Claessens

ronald dulay

jude tamukong

Irina Melinte

INTRODUCTIONTime management has increasingly become an issue of crucial relevance.Time needs to be viewed as a complex mathematical value and not as a simple linear graphic, hence the current debate of whether it is better to follow classical methods to speed up the pace as the fast hare or the alternative view of actually slowing down the rhythm like the wise tortoise. The current paper aims at developing, besides the classical and the alternative views regarding time management, a third category of methods that focus on the individual, personal perception of time."Do you begin each day with a planner brimming with goals and to-dos that are important to you, or are you handcuffed by poorly planned days that result in nothing done by day's end? Plan and achieve." This is a constant slogan that we hear daily in all personal development and time management seminaries. But is it all that easy as they say?In today's hectic life style, it is becoming increasingly diffic...

Purpose – This paper concludes the discussion of the leadership quality of good time management by presenting thoughts on implementing an action plan based on work goals. Design – The paper establishes the need for good plan implementation and then lays out a way of dealing with problems as they arise. Finally it discusses plan assessment in general terms as either the final step in the implementation, or part of a cycle of assessment and reimplementation. Findings – The findings are that a good leader and manager must be able to carry a plan from planning through implementation and to know when and how to sustain a cycle of assessment and reimplementation. Value –The value of this paper is in its suggestions for smoothing the way through plan implementation when things go awry.

Time management has helped people organize their professional lives for centuries. The existing literature, however, reveals mixed findings and lack of clarity as to whether, when, how, and why time management leads to critical outcomes such as well-being and job performance. Furthermore, insights relevant to time management are scattered across various disciplines, including sociology, psychology, and behavioral economics. We address both issues by synthesizing and integrating insightful elements from various fields and domains into three novel perspectives on time management. First, we draw on the sociology of time to describe two key concepts: time structures and time norms. We illustrate how time structures and time norms operate at the team, organizational, and national levels of analysis in influencing time management outcomes. Second, we draw on the psychology of time to show how individual differences including time-related beliefs, attitudes, and preferences affect the way people manage time and, consequently, time management outcomes. Third, we rely on the behavioral economics literature to describe how cognitive biases influence individual time management decisions. Integrating insights from a diverse set of fields results in a better understanding of past research and allows us to reinterpret conflicting results prevalent in the time management literature. Finally, we offer directions for future research and discuss implications for how organizations and individuals can implement interventions resulting in a stronger and positive relationship between time management and desirable outcomes.

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

RELATED PAPERS

International Res Jour Managt Socio Human

Interscience management review

Tridib Chakraborti

winter zhang

Current Opinion in Psychology

Gabriela N Tonietto

Texila International Journal , James Ziekye

Tropical Essays

IJAERS Journal

LOVENESS MWALE

Journal of Managerial Psychology

Peter Totterdell

Library Hi Tech

Ina Fourie , Herman Fourie

European Online Journal of Natural and Social Sciences

Mehdi Esmaili

Routledge Studies in Management, Organisation and Society

Evgeny Osin

International Journal of Training and Development

Denise Skinner

Hospital Topics

Shahabuddin Mughal

Journal ijmr.net.in(UGC Approved)

International Journal of Social Science and Economic Research

Abdulwaheed Salihu

International journal of travel medicine and global health

Ramin Ravangard

Communications of the ACM

Vanya Dimitrova

ARINZE AMARACHUKWU

Kaye Enrique

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Case Study: The Importance of Time Management

The one thing that there will never be enough of is time. You cannot manage time as time is finite. You can only improve your time management to make the most of the time that you have available to you.

Home > Blog > Case Study: The Importance of Time Management

Introduction

Last week we travelled to Norfolk to deliver a face-to-face time management training course .

Since the beginning of the coronavirus pandemic, the staff have all been working from home. At first, there were no particular issues with the staff’s time management . The staff were consistent with their logging in and logging out after their working day.

However, as time wore on, the managing director of the company noticed that many of the employees were starting to work longer hours in order to get their work done. When questioned, staff advised that the flexible work boundaries had started to translate into work without boundaries.

With the majority of the staff still preferring to work from home for the foreseeable future, the managing director wanted the staff to go through a refresher on effective time management. The managing director recognised that this training would help the staff to get their working week back on track.

Deadly Sins of Time Management

We started the day by asking the delegates to write down their biggest hurdles:

● Procrastination

● Poor planning

● Over-commitment

● Interruptions

The delegates all acknowledged that it was easy to find distractions when they wanted to avoid a difficult task. To assist we talked through each topic, giving the delegates the tools and resources to overcome these challenges.

Procrastination

Before switching off your computer at night, draw up your ‘to do list’ for the next day. Schedule difficult projects first thing in the morning, in order to get them done and out of the way.

Poor planning

Start each day with a written plan. Your plan should assign priorities in two ways: important projects that must be done that day and important projects that have a longer timeframe.

Over-commitment

Over-commitment is often a source of stress. Participants acknowledged that they needed to manage their time more effectively and to learn to say ‘no’ more often. Or rather, learn to say ‘no’ for now. As an alternative, postpone or renegotiate, i.e. ‘I can help you with this and I will start on it next week when I have finished …, is that okay with you?’

Interruptions

Turn off the ‘new email’ notifications. Email notification pop-ups provide a constant interruption which can disrupt your workflow. The alert gives you just enough information to tempt you away from whatever you are working on. Instead, switch your email notification pop-ups off and pick specific times throughout the day to check and reply to your emails. Knowing you have this time set aside will allow you the space you need to complete your other tasks.

Overcoming the Challenges of Time Management

Self-discipline is critical for self-time management. If you do not have a set working routine, you cannot blame your work for seeping into your personal life. You need to observe regular work hours in order to get your work done.

Avoiding the deadly sins of time management will help you focus and actually create time.  Although these are not absolute rules, they do provide an excellent structure that will help to boost your productivity.

Ready to improve your time management skills?

With hybrid working here to stay, it is time to reassess your working day and focus on what is important. By providing your staff with relevant training and time management tips , you can help them to maximise potential whilst working from home.

Here at Unlock Staff Potential, we are committed to meeting your needs and we can help you just like we help our clients.

Help with your training needs

Unlock staff potential is a company that offers training through a set of professional training courses designed to improve the performance and profitability of uk businesses whilst enhancing the skills of staff.

First name:

Company / Organisation:

Company postcode or location:

Number of attendees: Please Select 1 2 3 4 5 6+

Email address:

Phone number:

Please leave us a message:

Your data will only be used for the purpose it was collected for and which you consented to.

How To Conduct A Time Study: Step-by-Step Guide for Efficiency

Rosie Landry

As a professional in the workforce, I understand the importance of efficiency and productivity. Time is a valuable resource, and wasting it can negatively impact our work and personal life. That is why I want to introduce you to the concept of a time study and its potential to improve your efficiency.

Table of Contents

A time study is a method used to measure how long it takes to complete a task or activity. It is a valuable tool for businesses to identify inefficiencies, optimize processes, and improve productivity. In this article, I will guide you through the steps of conducting a time study and how it can benefit you and your workplace. So, lets take a look at how to conduct a time study.

Key Takeaways:

• Understanding the importance of a time study for improving efficiency and productivity in the workplace.
• The different techniques and methods used in conducting a time study, including time and motion study and work measurement techniques.

Understanding Time Study: Definition and Benefits

As a professional copywriting journalist, I understand the importance of improving efficiency and productivity in the workplace. Conducting a time study is a valuable tool for achieving these goals. A time study is a process of determining the time required to perform a specific task or activity. By analyzing the results of a time study, organizations can identify inefficiencies, improve processes, and ultimately save time and money.

The benefits of a time study go beyond cost savings. It can also help identify areas for improvement in employee performance, reduce work-related accidents, and ensure compliance with safety regulations. A time study can even help organizations make informed decisions about staffing levels, equipment needs, and future investments.

Before conducting a time study, it is important to have a clear understanding of the methodology and procedure involved. This includes selecting the appropriate time and motion study techniques, data collection methods, and analysis tools. By following a disciplined and systematic approach, organizations can obtain accurate and reliable results.

Preparing for a Time Study: Setting Objectives and Goals

Before conducting a time study, it’s crucial to set clear objectives and goals. This will help you stay focused during the study and ensure that the data you collect is relevant and useful. To begin, ask yourself: what do you want to achieve through the time study? Are you looking to reduce the time it takes to complete a specific task? Do you want to identify bottlenecks in your workflow? Or are you simply looking to gain a better understanding of how your team spends their time?

Once you have identified your objectives, it’s time to develop a plan for achieving them. This may involve creating a time study template or utilizing time study analysis software to streamline the data collection process. Consider the tools and resources available to you, and choose the ones that best suit your needs.

Finally, be sure to communicate your objectives and goals clearly to your team. This will help them understand the purpose of the time study and the role they play in its success. By working together towards a common goal, you’ll be well on your way to achieving greater efficiency and productivity in your workplace.

Choosing the Right Methodology: Time and Motion Study Techniques

Time and motion study techniques are essential in conducting an efficient and accurate time study. There are various methodologies used in time and motion studies, and selecting the right one depends on the specific workplace scenario.

Methods for Performing Time and Motion Study

There are different methods for performing a time and motion study, and each has its own purpose and advantages.

Before selecting a methodology, it is important to consider various factors such as the level of detail required, the nature of the tasks being studied, and the resources available.

Choosing the Right Methodology

To choose the right methodology, it is important to understand the purpose of each method and their advantages.

Stopwatch Time Study: This method is suitable for tasks that are repetitive and have a predictable sequence of motions. It is easy to perform and provides accurate data. However, it does not consider the variability in human performance and may not capture the nuances of complex tasks.

Motion Study: This method is suitable for tasks that involve a high level of physical movements. It is effective in identifying and eliminating unnecessary movements, reducing fatigue, and improving productivity. However, it may not capture other factors that affect the performance of a task, such as mental load and decision-making.

Predetermined Motion Time Study: This method is suitable for tasks that have a set sequence of motions and are repeated frequently. It uses predetermined time values for each motion and provides accurate and consistent data. However, it does not consider the variability in human performance and may not capture the nuances of complex tasks.

Selecting the right methodology depends on the nature and complexity of the task being studied, as well as the resources available. A combination of different methodologies may also be used to obtain a more comprehensive understanding of the task.

Collecting Data: Time Study Data Collection Methods

Accurate and reliable data collection is essential in conducting a successful time study. There are several data collection methods that can be used, depending on the workplace scenario and the type of data required.

Direct Observation

The most commonly used data collection method in a time study is direct observation. This involves observing the work being done and recording the time taken to complete each task. This method allows for the collection of detailed data on the entire work process, including start and stop times, and any breaks taken.

Time Log Sheets

Another data collection method is the use of time log sheets. This involves employees recording their activities and the time taken during the workday. Time log sheets are useful for collecting data on tasks that are done sporadically or on a less frequent basis.

Technology-based Tools

Advancements in technology have made it possible to collect data using various software and tools. For example, time-tracking software can be used to collect data on how employees spend their time on the computer. Similarly, wearable technology, such as smartwatches, can collect data on an individual’s physical movements and activity levels.

Regardless of the data collection method used, it is important to ensure that the data collected is accurate and representative of typical work activities.

Conducting the Time Study: Step-by-Step Process

Now that I have my objectives and goals set, it’s time to start the actual time study process. The following steps will guide me through this process:

• Select a representative sample: I will select a sample that is representative of the work being done in the workplace. This will ensure that the data collected is accurate and reliable.
• Create an observation plan: I will create a plan for observing the selected sample. This plan should include the time and location of the observations, as well as the specific tasks that will be observed.
• Conduct observations: I will observe the selected sample, recording the time taken to complete each task, as well as any other relevant data.
• Document findings: I will carefully document the findings of the time study. This will include the time taken to complete each task, as well as any other relevant observations made during the study.

It’s important to remember that these steps should be followed carefully and accurately in order to gather accurate and reliable data. Any errors or inaccuracies in the data could lead to incorrect conclusions, which could ultimately impact the overall effectiveness of the time study.

Analyzing Time Study Data: Techniques and Tools

Once the data collection phase of a time study is complete, the next step is to analyze the data to identify areas for improvement. There are several techniques and tools available to help with this process.

Statistical analysis software: This type of software can help to identify patterns and trends in the data. It can also perform complex calculations to determine averages, standard deviations, and other statistical measures.

Productivity metrics: These metrics provide insight into how efficiently tasks are being completed. They can include metrics such as cycle time, throughput, and work-in-progress.

When analyzing time study data, it is important to look for patterns and trends that may indicate areas for improvement. For example, if a certain task consistently takes longer than expected, it may be worthwhile to investigate the root cause of the delay and consider implementing changes to improve efficiency.

“Analyzing time study data can provide valuable insights into inefficiencies and areas for improvement in the workplace.”

It is also important to consider the context in which the data was collected. For example, if the data was collected during a particularly busy period, it may not be representative of typical performance. Taking this into account can help to ensure that any changes made based on the analysis of the data are appropriate and effective.

Overall, analyzing time study data can provide valuable insights into inefficiencies and areas for improvement in the workplace. By using the right tools and techniques, and carefully considering the context in which the data was collected, it is possible to identify opportunities for improvement and make meaningful changes that can lead to increased efficiency and productivity.

Interpreting Results: Identifying Inefficiencies and Improvement Opportunities

Now that I have collected and analyzed the data from my time study, it’s time to interpret the results. My main goal is to identify inefficiencies and improvement opportunities in the workplace, so that I can implement changes that will increase efficiency and productivity.

One of the first things I need to do is look for patterns in the data. Are there any tasks that consistently take longer than they should? Are there any employees who are consistently slower than others? These patterns can help me pinpoint areas where improvements can be made.

It’s important to not just focus on the results themselves, but also to understand the underlying causes of the inefficiencies. For example, if a task takes longer than it should because of a faulty machine, simply speeding up the employee won’t solve the problem. Instead, I need to address the root cause by repairing or replacing the machine.

I can also use work measurement techniques to identify bottlenecks in the workflow. This can help me identify areas where a small change could have a big impact on overall efficiency.

Finally, I need to prioritize the improvement opportunities based on their potential impact and feasibility. Some changes may require significant investment or a long time to implement, while others may be quick and easy to implement but have a smaller impact. By focusing on the most impactful and feasible changes first, I can maximize the efficiency gains from my time study.

Overall, interpreting the results of my time study is a crucial step in identifying inefficiencies and improvement opportunities in the workplace. By understanding the underlying causes of inefficiencies and prioritizing improvement opportunities based on their potential impact and feasibility, I can implement changes that will increase efficiency and productivity in the long run.

Implementing Changes: Strategies for Improving Efficiency

Now that I have analyzed the data and identified inefficiencies in my workplace, it’s time to implement changes that will lead to improved efficiency.

One strategy that has proven effective is process optimization. By reevaluating current processes, we can identify steps that are unnecessary or redundant and streamline the overall workflow. This can significantly reduce the amount of time and resources required to complete tasks.

Another important aspect is task allocation. By assigning tasks to individuals based on their skills and expertise, we can ensure that every task is completed efficiently and effectively. Clear communication of roles and responsibilities can also minimize confusion and eliminate duplication of effort.

Training programs are another effective way to improve efficiency. By investing in employee training, we can ensure that all staff members are equipped with the necessary skills and knowledge to complete tasks efficiently. This can also increase job satisfaction and motivation.

It is important to continuously monitor and evaluate the effectiveness of any changes made based on the time study results. Regular feedback mechanisms and evaluation processes need to be established to ensure that any improvements are sustained and further opportunities for optimization are identified.

By implementing these changes and continually striving for improvement, we can create a culture of efficiency and productivity that benefits both the organization and its employees.

Monitoring and Continuous Improvement: Sustaining Efficiency Gains

After implementing changes based on the findings of a time study, monitoring and continuous improvement are crucial for sustaining efficiency gains. It is essential to establish feedback mechanisms and regularly evaluate processes to ensure continued success.

One effective way to monitor efficiency is through productivity metrics . These metrics can track progress over time and identify any areas where improvement is needed. It is important to establish a baseline measurement before implementing changes and compare the results after changes have been made.

Regular evaluations and audits can also help to sustain efficiency gains. This involves reviewing processes and procedures to ensure they are still effective and identifying any new areas for improvement. The feedback received from employees and stakeholders is also valuable in identifying any issues or inefficiencies that may not have been previously identified.

Training programs should be implemented to maintain efficiency gains, especially for new employees or when changes have been made to existing processes. This ensures everyone is aware of the new procedures and can perform tasks effectively.

Overall, monitoring and continuous improvement are critical components of sustaining efficiency gains achieved through a time study. By establishing feedback mechanisms, regularly evaluating processes, and implementing training programs, efficiency gains can be maintained and improved upon over time.

Case Studies: Real-Life Examples of Successful Time Studies

In this section, I want to share with you some real-life examples of successful time studies. These cases demonstrate the powerful impact that a thorough time study can have on efficiency and productivity in different industries and organizations.

Case Study 1: Manufacturing Industry

A manufacturing company was struggling to meet demand for its products due to its inefficient production processes. By conducting a time study, the company was able to identify bottlenecks in the assembly line and reorganize workstations to optimize the workflow. The result was a 25% increase in production output and a significant reduction in waste.

Case Study 2: Healthcare Industry

A hospital was experiencing long wait times for patients due to inefficient patient flow and scheduling processes. By conducting a time study, the hospital identified areas for improvement, such as reducing wait times for diagnostic tests and streamlining patient check-in procedures. The result was a 30% decrease in wait times and improved patient satisfaction.

Case Study 3: Service Industry

A consulting firm was struggling to manage workloads and maintain profitability due to inefficient time management practices. By conducting a time study, the firm was able to identify time-wasting activities, such as checking emails excessively and unnecessary meetings, and implement time-saving strategies, such as batching emails and using project management software. The result was a 20% increase in billable hours and improved employee satisfaction.

These case studies highlight the versatility and impact of time studies in different industries and settings. By taking the time to conduct a thorough and accurate time study, organizations can identify inefficiencies and improvement opportunities, ultimately leading to increased efficiency, productivity, and profitability.

Conclusion on How To Conduct A Time Study

In conclusion, conducting a time study can be a powerful tool for improving efficiency and productivity in the workplace. By using time study techniques, organizations can identify inefficiencies and implement strategies to drive improvements in performance.

As I’ve discussed throughout this article, there are various steps involved in conducting a successful time study. It starts with setting clear objectives and selecting the appropriate methodology. From there, data collection and analysis are key components. Interpreting the results and initiating changes are also crucial to achieving meaningful outcomes. Finally, monitoring and continuous improvement are essential for sustaining efficiency gains over time.

Don’t be afraid to take action and implement time study techniques in your own workplace. By using the step-by-step guidance provided in this article, you can develop a deeper understanding of your organization’s productivity and make meaningful improvements to your processes. Best of luck on your journey to enhanced efficiency and productivity!

FAQ on How To Conduct A Time Study

Q: what is a time study.

A: A time study is a systematic process of observing and measuring the time required to perform specific tasks or activities. It helps in analyzing work processes, identifying inefficiencies, and improving overall productivity and efficiency in the workplace.

Q: Why is a time study important?

A: A time study is important because it provides valuable insights into the way work is performed. It helps in identifying bottlenecks, eliminating wasteful activities, and optimizing work processes. By conducting a time study, organizations can improve efficiency, reduce costs, and increase productivity.

Q: What are the different techniques used in a time study?

A: There are various techniques used in a time study, such as time and motion study, work sampling, and predetermined motion time systems. Each technique has its own purpose and can be used depending on the specific needs and requirements of the organization.

Q: How do I prepare for a time study?

A: To prepare for a time study, it is important to set clear objectives and goals. Define what you want to achieve through the time study and plan the necessary resources and tools required. You can also make use of time study templates and analysis software to streamline the process.

Q: How do I choose the right methodology for a time study?

A: Choosing the right methodology for a time study depends on various factors, such as the nature of the work, the level of precision required, and the available resources. It is important to understand the purpose of each methodology and select the most appropriate one for your specific workplace scenario.

Q: What are the different data collection methods used in a time study?

A: There are several data collection methods used in a time study, including direct observation, time log sheets, and technology-based tools. Each method has its own advantages and disadvantages, and the choice depends on the accuracy and reliability required for the study.

Q: What is the step-by-step process of conducting a time study?

A: The step-by-step process of conducting a time study involves selecting a representative sample, conducting observations, documenting the findings, and analyzing the data. It is important to follow a structured approach to ensure accurate results and meaningful insights.

Q: What techniques and tools are used for analyzing time study data?

A: Various techniques and tools can be used for analyzing time study data, including statistical analysis software and productivity metrics. These tools provide valuable insights into the efficiency of work processes, identify potential bottlenecks, and help in making data-driven decisions for improvement.

Q: How do I interpret time study results?

A: Interpreting time study results involves analyzing the data and identifying inefficiencies and improvement opportunities. It is important to understand the underlying causes of inefficiencies and develop strategies to address them effectively. This can lead to significant improvements in productivity and efficiency.

Q: What strategies can be used to improve efficiency based on time study findings?

A: Based on time study findings, organizations can implement strategies such as process optimization, task allocation, and training programs. These strategies aim to eliminate wasteful activities, streamline work processes, and enhance the skills of employees to improve overall efficiency in the workplace.

Q: How do I sustain efficiency gains achieved through a time study?

A: Sustaining efficiency gains requires continuous monitoring and improvement. Establishing feedback mechanisms, conducting regular evaluations, and encouraging employee involvement are important aspects of sustaining efficiency in the long term. It is a continuous process that requires commitment and dedication from the organization.

Q: Can you provide examples of successful time studies?

A: Yes, real-life case studies can showcase successful time study implementations. These examples highlight the impact of time studies on productivity and efficiency in specific industries and organizations. They serve as inspiration and provide insights into the benefits of conducting a time study.

About the author

I’m Rosie Landry, your friendly guide through the exciting world of practical management here on this blog. Here, I delve into everything from practical tips to complex theories of time management, combining scientific research with real-life applications. When I’m not writing about time management, you can find me with my nose in a gripping mystery novel, creating culinary delights, or out exploring nature with my faithful golden retriever, Marley. Join me as we discover how to take control of our time and enhance our lives together. If you need to reach out, do so here.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Latest posts

Using A Calendar For Time Management: A Friendlier Approach

As a professional journalist, I am always looking for ways to optimize my time and increase productivity. With deadlines quickly approaching and tasks piling up, it’s easy to feel overwhelmed and disorganized. But over the years, I have realized that one of the most effective ways to manage my time is by using a calendar.…

Exploring Top Time: My Journey Through the Best Moments

Time is our most valuable resource. It is finite and irretrievable. Yet, we often take it for granted, wasting it on trivial matters or meaningless tasks. As a copywriting journalist, I have learned the power of effective time management and the joy of embracing the best moments in life. In this article, I will take…

Make Good Use of Time: Tips for Maximizing Your Productivity

Hello there! I’m excited to share some tips and strategies with you on making good use of time to boost your productivity. As a professional journalist, I know how important it is to manage my time effectively to meet deadlines and achieve my goals. Whether you’re a student, a busy professional, or a stay-at-home parent,…

• Mission Statement
• Learning Process
• Case Studies
• Assertiveness Communication
• Complaint Handling
• Conflict Management
• Effective Communication
• Presentation Skills
• Public Speaking Skills
• Telephone Communication
• Chairing Skills
• Conducting Staff Appraisals
• Facilitation Skills
• Minute Taking
• Note Taking
• Report Writing
• Sales Skills
• Train the Trainer
• Microsoft Access
• Microsoft Excel
• Microsoft PowerPoint
• Microsoft Project
• Microsoft Word
• Microsoft Power BI
• Microsoft Automate
• Microsoft Power Apps
• Agile Project Management
• Coaching Skills
• Challenging Conversations
• Effective Meetings
• Supervisor Skills
• Group Dynamics
• HR Management
• Leadership Skills
• Project Management
• Negotiation Skills
• Creative Problem Solving
• Critical Thinking
• Emotional Intelligence
• Interview Skills
• Time Management
• 2D Computer Aided Design
• 3D Computer Aided Design
• Architectural Floor Plans
• Engineering Drawing
• Finite Element Analysis
• Product Development
• Rapid Prototyping
• Renewable Energy
• Assertiveness Skills
• Confidence Building
• Emotional Resilience
• Fulfilling Your Potential
• Mindfulness Meditation
• Stress Management
• Work/Life Balance
• Training Consultancy
• Bespoke Courses
• Conference Speakers
• React+ Funded Training
• Learning Resources
• Inhouse Training

Time Management - Phil's Story

Case Study - Before

Phil is finding that there are less and less hours in the day, the workload is the same but he feels more rushed than ever. He finds himself eating his lunch at his workstation, and feels demotivated during the last two hours of his shift. He works in a busy office environment with lots of noise and distractions, this he feels has some detrimental impact on his workload, one of his colleagues asks him for help on a regular basis and this is also eating up his time, but he doesn't want to come across as ignorant so is always ready to help. He worries that his inability to complete all his goals will start impacting on the business and his next review, this has caused his stress levels to increase and he starting to struggle to sleep at night.

After attending our Time Management training, Phil soon realised he only needed to make small alterations to meet his daily goals. Working harder didn't necessary mean getting more done...he needed to work smarter.

Case Study - After

Phil used the time matrix system to prioritise his tasks, he broke them down into smaller more manageable tasks. Previously he had been prioritising the smaller less important tasks...because he felt they were easier. Once he completed a task he marked it off from his list and then went onto the next one. He got his more difficult tasks done earlier in the day so that the afternoon was filled with the easier less important duties.

Phil also implemented a range of small tips, this included creating short-cuts on his desktop and checking is email at certain intervals to reduce distractions. Phil also started to go on his lunch breaks, it maintained his motivation throughout the afternoon. Whilst socialising in work is great for morale and has motivational benefits it needed to be done at certain intervals otherwise it can be very distracting. His biggest problem was helping others with their own workload, this had been the biggest drain on his time. He learnt techniques on how to say 'no', he could still help people but it was his decision and only when he knew he could spare the time. He was able to achieve his tasks and his stress levels decreased.

Phil was able to improve his work performance by becoming more efficient, and the organisation got one of their best performing staff members back to his best. Personally Phil was able to reduce his stress levels and reduce his internal anxiety.

Karen - Assertiveness Skills

Sadia - Conflict Management

David - Emotional Resilience

Phil - Time Management

Carl - Train the Trainer

Jane - Stress for Managers

Steve - Effective Communication

Mel - Assertive Communication

Arnold - Effective Meetings

Francine - Minute Taking

Zach - Complaint Handling

Jack - Creative Problem Solving

Trisha - Facilitation Skills

Peter - Interview Skills

Have a Question?

If you have any questions regarding our training courses then please feel free to call us on 01656 737349 from Monday to Friday from 8.30am to 4:30pm. Or access the contact from below.

DeskTime time management case studies

Find out how other companies use time tracking to increase their employee productivity.

Try DeskTime and your experience might become our next case study.

Real Life Case Studies

Choosing the right words — how Skrivanek got its team on board with time tracking

How to keep yourself accountable with DeskTime

How Riseup Labs boosted its productivity during the pandemic

How DeskTime's productivity stats help Nexus Auto Transport promote professional growth

How time tracking lead GrabOn to a faster pace at reaching objectives

Saving up to $2,000 per month with time tracking solution

How Excellent WebWorld doubled their productivity with DeskTime

How Brain Station 23 uses time tracking to empower its employees

How Antino Labs keeps productivity at 95% whilst giving employees total flexibility

Finding the right balance between creativity and productivity – the story of Paperlust

An indispensable tool for keeping Montway's payroll on track

CTO of On The Map Marketing: "DeskTime won't let productive work go unnoticed."

How this team of 100+ people increased their efficiency by 20%

DeskTime helps us earn more with confidence

Keeping the business ‘in the know’ with DeskTime

Productivity tracking helps to distinguish working versus "being in the office"

How DeskTime helps one team maintain its productivity at 87%

DeskTime helps eliminate repetitive tasks and set priorities

Achieve continuous improvement in the productivity of your employees.

Learn new tips from DeskTime case studies on productivity improvement and time management. Sound advice from companies around the world that will help you boost the productivity of your own team.

Join 400,000+ users already managing their time with the DeskTime app

By signing up, you agree to our terms and privacy policy .

An official website of the United States government

The .gov means it’s official. Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you’re on a federal government site.

The site is secure. The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

• Publications
• Account settings

Preview improvements coming to the PMC website in October 2024. Learn More or Try it out now .

• Advanced Search
• Journal List

Does time management work? A meta-analysis

1 Concordia University, Sir George Williams Campus, Montreal, Quebec, Canada

Aïda Faber

2 FSA Ulaval, Laval University, Quebec City, Quebec, Canada

Alexandra Panaccio

Associated data.

All relevant data are within the manuscript and its Supporting Information files.

Does time management work? We conducted a meta-analysis to assess the impact of time management on performance and well-being. Results show that time management is moderately related to job performance, academic achievement, and wellbeing. Time management also shows a moderate, negative relationship with distress. Interestingly, individual differences and contextual factors have a much weaker association with time management, with the notable exception of conscientiousness. The extremely weak correlation with gender was unexpected: women seem to manage time better than men, but the difference is very slight. Further, we found that the link between time management and job performance seems to increase over the years: time management is more likely to get people a positive performance review at work today than in the early 1990s. The link between time management and gender, too, seems to intensify: women’s time management scores have been on the rise for the past few decades. We also note that time management seems to enhance wellbeing—in particular, life satisfaction—to a greater extent than it does performance. This challenges the common perception that time management first and foremost enhances work performance, and that wellbeing is simply a byproduct.

Introduction

Stand-up comedian George Carlin once quipped that in the future a “time machine will be built, but no one will have time to use it” [ 1 ]. Portentously, booksellers now carry one-minute bedtime stories for time-starved parents [ 2 ] and people increasingly speed-watch videos and speed-listen to audio books [ 3 – 5 ]. These behaviors are symptomatic of an increasingly harried society suffering from chronic time poverty [ 6 ]. Work is intensifying—in 1965 about 50% of workers took breaks; in 2003, less than 2% [ 7 ]. Leisure, too, is intensifying: people strive to consume music, social media, vacations, and other leisure activities ever more efficiently [ 8 – 11 ].

In this frantic context, time management is often touted as a panacea for time pressure. Media outlets routinely extol the virtues of time management. Employers, educators, parents, and politicians exhort employees, students, children, and citizens to embrace more efficient ways to use time [ 12 – 16 ]. In light of this, it is not surprising that from 1960 to 2008 the frequency of books mentioning time management shot up by more than 2,700% [ 17 ].

Time management is defined as “a form of decision making used by individuals to structure, protect, and adapt their time to changing conditions” [ 18 ]. This means time management, as it is generally portrayed in the literature, comprises three components: structuring, protecting, and adapting time. Well-established time management measures reflect these concepts. Structuring time, for instance, is captured in such items as “Do you have a daily routine which you follow?” and “Do your main activities during the day fit together in a structured way?” [ 19 ]. Protecting time is reflected in items such as “Do you often find yourself doing things which interfere with your schoolwork simply because you hate to say ‘No’ to people?” [ 20 ]. And adapting time to changing conditions is seen in such items as “Uses waiting time” and “Evaluates daily schedule” [ 21 ].

Research has, furthermore, addressed several important aspects of time management, such as its relationship with work-life balance [ 22 ], whether gender differences in time management ability develop in early childhood [ 23 ], and whether organizations that encourage employees to manage their time experience less stress and turnover [ 24 ]. Despite the phenomenal popularity of this topic, however, academic research has yet to address some fundamental questions [ 25 – 27 ].

A critical gap in time management research is the question of whether time management works [ 28 , 29 ]. For instance, studies on the relationship between time management and job performance reveal mixed findings [ 30 , 31 ]. Furthermore, scholars’ attempts to synthesize the literature have so far been qualitative, precluding a quantitative overall assessment [ 18 , 32 , 33 ]. To tackle this gap in our understanding of time management, we conducted a meta-analysis. In addressing the question of whether time management works, we first clarify the criteria for effectiveness. In line with previous reviews, we find that virtually all studies focus on two broad outcomes: performance and wellbeing [ 32 ].

Overall, results suggest that time management enhances job performance, academic achievement, and wellbeing. Interestingly, individual differences (e.g., gender, age) and contextual factors (e.g., job autonomy, workload) were much less related to time management ability, with the notable exception of personality and, in particular, conscientiousness. Furthermore, the link between time management and job performance seems to grow stronger over the years, perhaps reflecting the growing need to manage time in increasingly autonomous and flexible jobs [ 34 – 37 ].

Overall, our findings provide academics, policymakers, and the general audience with better information to assess the value of time management. This information is all the more useful amid the growing doubts about the effectiveness of time management [ 38 ]. We elaborate on the contributions and implications of our findings in the discussion section.

What does it mean to say that time management works?

In the din of current debates over productivity, reduced workweeks, and flexible hours, time management comes to the fore as a major talking point. Given its popularity, it would seem rather pointless to question its effectiveness. Indeed, time management’s effectiveness is often taken for granted, presumably because time management offers a seemingly logical solution to a lifestyle that increasingly requires coordination and prioritization skills [ 39 , 40 ].

Yet, popular media outlets increasingly voice concern and frustration over time management, reflecting at least part of the population’s growing disenchantment [ 38 ]. This questioning of time management practices is becoming more common among academics as well [ 41 ]. As some have noted, the issue is not just whether time management works. Rather, the question is whether the techniques championed by time management gurus can be actually counterproductive or even harmful [ 26 , 42 ]. Other scholars have raised concerns that time management may foster an individualistic, quantitative, profit-oriented view of time that perpetuates social inequalities [ 43 , 44 ]. For instance, time management manuals beguile readers with promises of boundless productivity that may not be accessible to women, whose disproportionate share in care work, such as tending to young children, may not fit with typically male-oriented time management advice [ 45 ]. Similarly, bestselling time management books at times offer advice that reinforce global inequities. Some manuals, for instance, recommend delegating trivial tasks to private virtual assistants, who often work out of developing countries for measly wages [ 46 ]. Furthermore, time management manuals often ascribe a financial value to time—the most famous time management adage is that time is money. But recent studies show that thinking of time as money leads to a slew of negative outcomes, including time pressure, stress, impatience, inability to enjoy the moment, unwillingness to help others, and less concern with the environment [ 47 – 51 ]. What’s more, the pressure induced by thinking of time as money may ultimately undermine psychological and physical health [ 52 ].

Concerns over ethics and safety notwithstanding, a more prosaic question researchers have grappled with is whether time management works. Countless general-audience books and training programs have claimed that time management improves people’s lives in many ways, such as boosting performance at work [ 53 – 55 ]. Initial academic forays into addressing this question challenged those claims: time management didn’t seem to improve job performance [ 29 , 30 ]. Studies used a variety of research approaches, running the gamut from lab experiments, field experiments, longitudinal studies, and cross-sectional surveys to experience sampling [ 28 , 56 – 58 ]. Such studies occasionally did find an association between time management and performance, but only in highly motivated workers [ 59 ]; instances establishing a more straightforward link with performance were comparatively rare [ 31 ]. Summarizing these insights, reviews of the literature concluded that the link between time management and job performance is unclear; the link with wellbeing, however, seemed more compelling although not conclusive [ 18 , 32 ].

It is interesting to note that scholars often assess the effectiveness time management by its ability to influence some aspect of performance, wellbeing, or both. In other words, the question of whether time management works comes down to asking whether time management influences performance and wellbeing. The link between time management and performance at work can be traced historically to scientific management [ 60 ]. Nevertheless, even though modern time management can be traced to scientific management in male-dominated work settings, a feminist reading of time management history reveals that our modern idea of time management also descends from female time management thinkers of the same era, such as Lillian Gilbreth, who wrote treatises on efficient household management [ 43 , 61 , 62 ]. As the link between work output and time efficiency became clearer, industrialists went to great lengths to encourage workers to use their time more rationally [ 63 – 65 ]. Over time, people have internalized a duty to be productive and now see time management as a personal responsibility at work [ 43 , 66 , 67 ]. The link between time management and academic performance can be traced to schools’ historical emphasis on punctuality and timeliness. In more recent decades, however, homework expectations have soared [ 68 ] and parents, especially well-educated ones, have been spending more time preparing children for increasingly competitive college admissions [ 69 , 70 ]. In this context, time management is seen as a necessary skill for students to thrive in an increasingly cut-throat academic world. Finally, the link between time management and wellbeing harks back to ancient scholars, who emphasized that organizing one’s time was necessary to a life well-lived [ 71 , 72 ]. More recently, empirical studies in the 1980s examined the effect of time management on depressive symptoms that often plague unemployed people [ 19 , 73 ]. Subsequent studies surmised that the effective use of time might prevent a host of ills, such as work-life conflict and job stress [ 22 , 74 ].

Overall, then, various studies have looked into the effectiveness of time management. Yet, individual studies remain narrow in scope and reviews of the literature offer only a qualitative—and often inconclusive—assessment. To provide a more quantifiable answer to the question of whether time management works, we performed a meta-analysis, the methods of which we outline in what follows.

Literature search and inclusion criteria

We performed a comprehensive search using the keywords “time management” across the EBSCO databases Academic Search Complete , Business Source Complete , Computers & Applied Sciences Complete , Gender Studies Database , MEDLINE , Psychology and Behavioral Sciences Collection , PsycINFO , SocINDEX , and Education Source . The search had no restrictions regarding country and year of publication and included peer-reviewed articles up to 2019. To enhance comprehensiveness, we also ran a forward search on the three main time management measures: the Time Management Behavior Scale [ 21 ], the Time Structure Questionnaire [ 19 ], and the Time Management Questionnaire [ 20 ]. (A forward search tracks all the papers that have cited a particular work. In our case the forward search located all the papers citing the three time management scales available on Web of Science .)

Time management measures typically capture three aspects of time management: structuring, protecting, and adapting time to changing conditions. Structuring refers to how people map their activities to time using a schedule, a planner, or other devices that represent time in a systematic way [ 75 – 77 ]. Protecting refers to how people set boundaries around their time to repel intruders [ 78 , 79 ]. Examples include people saying no to time-consuming requests from colleagues or friends as well as turning off one’s work phone during family dinners. Finally, adapting one’s time to changing conditions means, simply put, to be responsive and flexible with one’s time structure [ 80 , 81 ]. Furthermore, time management measures typically probe behaviors related to these three dimensions (e.g., using a schedule to structure one’s day, making use of downtime), although they sometimes also capture people’s attitudes (e.g., whether people feel in control of their time).

As shown in Fig 1 , the initial search yielded 10,933 hits, excluding duplicates.

The search included no terms other than “time management” to afford the broadest possible coverage of time management correlates. Nevertheless, as shown in Table 1 , we focused exclusively on quantitative, empirical studies of time management in non-clinical samples. Successive rounds of screening, first by assessing paper titles and abstracts and then by perusing full-text articles, whittled down the number of eligible studies to 158 (see Fig 1 ).

Data extraction and coding

We extracted eligible effect sizes from the final pool of studies; effect sizes were mostly based on means and correlations. In our initial data extraction, we coded time management correlates using the exact variable names found in each paper. For instance, “work-life imbalance” was initially coded in those exact terms, rather than “work-life conflict.” Virtually all time management correlates we extracted fell under the category of performance and/or wellbeing. This pattern tallies with previous reviews of the literature [ 18 , 32 ]. A sizable number of variables also fell under the category of individual differences and contextual factors, such as age, personality, and job autonomy. After careful assessment of the extracted variables, we developed a coding scheme using a nested structure shown in Table 2 .

Aeon and Aguinis suggested that time management influences performance, although the strength of that relationship may depend on how performance is defined [ 18 ]. Specifically, they proposed that time management may have a stronger impact on behaviors conducive to performance (e.g., motivation, proactiveness) compared to assessments of performance (e.g., supervisor rankings). For this reason, we distinguish between results- and behavior-based performance in our coding scheme, both in professional and academic settings. Furthermore, wellbeing indicators can be positive (e.g., life satisfaction) or negative (e.g., anxiety). We expect time management to influence these variables in opposite ways; it would thus make little sense to analyze them jointly. Accordingly, we differentiate between wellbeing (positive) and distress (negative).

In our second round of coding, we used the scheme shown in Table 2 to cluster together kindred variables. For instance, we grouped “work-life imbalance,” “work-life conflict” and “work-family conflict” under an overarching “work-life conflict” category. The authors reviewed each variable code and resolved rare discrepancies to ultimately agree on all coded variables. Note that certain variables, such as self-actualization, covered only one study (i.e., one effect size). While one or two effect sizes is not enough to conduct a meta-analysis, they can nonetheless be grouped with other effect sizes belonging to the same category (e.g., self-actualization and sense of purpose belong the broader category of overall wellbeing). For this reason, we included variables with one or two effect sizes for comprehensiveness.

Meta-analytic procedures

We conducted all meta-analyses following the variables and cluster of variables outlined in Table 2 . We opted to run all analyses with a random effects model. The alternative—a fixed effects model—assumes that all studies share a common true effect size (i.e., linking time management and a given outcome) which they approximate. This assumption is unrealistic because it implies that the factors influencing the effect size are the same in all studies [ 83 ]. In other words, a fixed effects model assumes that the factors affecting time management are similar across all studies—the fallacy underlying this assumption was the main theme of Aeon and Aguinis’s review [ 18 ]. To perform our analyses, we used Comprehensive Meta-Analysis v.3 [ 84 ], a program considered highly reliable and valid in various systematic assessments [ 85 , 86 ].

Meta-analyses do not typically perform calculations on correlations (e.g., Pearson’s r). Instead, we transformed correlations into Fisher’s z scales [ 83 ]. The transformation was done with z = 0.5 × ln ( 1 + r 1 − r ) , where r represents the correlation extracted from each individual study. The variance of Fisher’s Z was calculated as V z = 1 n − 3 where n corresponds to the study’s sample size; the standard error of Fisher’s Z was calculated as S E z = V z .

In many cases, studies reported how variables correlated with an overall time management score. In some cases, however, studies reported only correlations with discrete time management subscales (e.g., short-range planning, attitudes toward time, use of time management tools), leaving out the overall effect. In such cases, we averaged out the effect sizes of the subscales to compute a summary effect [ 83 ]. This was necessary not only because meta-analyses admit only one effect size per study, but also because our focus is on time management as a whole rather than on subscales. Similarly, when we analyzed the link between time management and a high-level cluster of variables (e.g., overall wellbeing rather than specific variables such as life satisfaction), there were studies with more than one relevant outcome (e.g., a study that captured both life satisfaction and job satisfaction). Again, because meta-analyses allow for only one effect size (i.e., variable) per study, we used the mean of different variables to compute an overall effect sizes in studies that featured more than one outcome [ 83 ].

Overall description of the literature

We analyzed 158 studies for a total number of 490 effect sizes. 21 studies explored performance in a professional context, 76 performance in an academic context, 30 investigated wellbeing (positive), and 58 distress. Interestingly, studies did not systematically report individual differences, as evidenced by the fact that only 21 studies reported correlations with age, and only between 10 and 15 studies measured personality (depending on the personality trait). Studies that measured contextual factors were fewer still—between 3 and 7 (depending on the contextual factor). These figures fit with Aeon and Aguinis’s observation that the time management literature often overlooks internal and external factors that can influence the way people manage time [ 18 ].

With one exception, we found no papers fitting our inclusion criteria before the mid-1980s. Publication trends also indicate an uptick in time management studies around the turn of the millennium, with an even higher number around the 2010s. This trend is consistent with the one Shipp and Cole identified, revealing a surge in time-related papers in organizational behavior around the end of the 1980s [ 87 ].

It is also interesting to note that the first modern time management books came out in the early 1970s, including the The Time Trap (1972), by Alec MacKenzie and How to Get Control of your Time and your Life (1973), by Alan Lakein. These books inspired early modern time management research [ 21 , 58 , 88 ]. It is thus very likely that the impetus for modern time management research came from popular practitioner manuals.

To assess potential bias in our sample of studies, we computed different estimates of publication bias (see Table 3 ). Overall, publication bias remains relatively low (see funnel plots in S1). Publication bias occurs when there is a bias against nonsignificant or even negative results because such results are seen as unsurprising and not counterintuitive. In this case, however, the fact that time management is generally expected to lead to positive outcomes offers an incentive to publish nonsignificant or negative results, which would be counterintuitive [ 89 ]. By the same token, the fact that some people feel that time management is ineffective [ 38 ] provides an incentive to publish papers that link time management with positive outcomes. In other words, opposite social expectations surrounding time management might reduce publication bias.

Finally, we note that the link between time management and virtually all outcomes studied is highly heterogeneous (as measured, for instance, by Cochran’s Q and Higgins & Thompson’s I 2 ; see tables below). This high level of heterogeneity suggests that future research should pay more attention to moderating factors (e.g., individual differences).

Time management and performance in professional settings

Overall, time management has a moderate impact on performance at work, with correlations hovering around r = .25. We distinguish between results-based and behavior-based performance. The former measures performance as an outcome (e.g., performance appraisals by supervisors) whereas the latter measures performance as behavioral contributions (e.g., motivation, job involvement). Time management seems related to both types of performance. Although the effect size for results-based performance is lower than that of behavior-based performance, moderation analysis reveals the difference is not significant (p > .05), challenging Aeon and Aguinis’s conclusions [ 18 ].

Interestingly, the link between time management and performance displays much less heterogeneity (see Q and I 2 statistics in Table 4 ) than the link between time management and other outcomes (see tables below). The studies we summarize in Table 4 include both experimental and non-experimental designs; they also use different time management measures. As such, we can discount, to a certain extent, the effect of methodological diversity. We can perhaps explain the lower heterogeneity by the fact that when people hold a full-time job, they usually are at a relatively stable stage in life. In school, by contrast, a constellation of factors (e.g., financial stability and marital status, to name a few) conspire to affect time management outcomes. Furthermore, work contexts are a typically more closed system than life in general. For this reason, fewer factors stand to disrupt the link between time management and job performance than that between time management and, say, life satisfaction. Corroborating this, note how, in Table 6 below, the link between time management and job satisfaction ( I 2 = 58.70) is much less heterogeneous than the one between time management and life satisfaction ( I 2 = 95.45).

* p < .05

** p < .01

*** p < .001.

k = number of studies related to the variable | N = total sample size related to the variable.

r = effect size of the correlation between time management and the variable | 95% CI = confidence interval of the effect size.

Q = Cochran’s Q, a measure of between-study heterogeneity | τ 2 = measure of between-study variance | I 2 = alternative measure of between-study heterogeneity.

Moreover, we note that the relationship between time management and job performance (see Fig 2 ) significantly increases over the years ( B = .0106, p < .01, Q model = 8.52(1), Q residual = 15.54(9), I 2 = 42.08, R 2 analog = .75).

Time management and performance in academic settings

Overall, the effect of time management on performance seems to be slightly higher in academic settings compared to work settings, although the magnitude of the effect remains moderate (see Table 5 ). Here again, we distinguish between results- and behavior-based performance. Time management’s impact on behavior-based performance seems much higher than on results-based performance—a much wider difference than the one we observed in professional settings. This suggests than results-based performance in academic settings depends less on time management than results-based performance in professional settings. This means that time management is more likely to get people a good performance review at work than a strong GPA in school.

In particular, time management seems to be much more negatively related to procrastination in school than at work. Although we cannot establish causation in all studies, we note that some of them featured experimental designs that established a causal effect of time management on reducing procrastination [ 90 ].

Interestingly, time management was linked to all types of results-based performance except for standardized tests. This is perhaps due to the fact that standardized tests tap more into fluid intelligence, a measure of intelligence independent of acquired knowledge [ 91 ]. GPA and regular exam scores, in contrast, tap more into crystallized intelligence, which depends mostly on accumulated knowledge. Time management can thus assist students in organizing their time to acquire the knowledge necessary to ace a regular exam; for standardized exams that depend less on knowledge and more on intelligence, however, time management may be less helpful. Evidence from other studies bears this out: middle school students’ IQ predicts standardized achievement tests scores better than self-control while self-control predicts report card grades better than IQ [ 92 ]. (For our purposes, we can use self-control as a very rough proxy for time management.) Relatedly, we found no significant relationship between time management and cognitive ability in our meta-analysis (see Table 8 ).

a Female = 1; Male = 2.

b Single = 1; Married = 2.

Time management and wellbeing

On the whole, time management has a slightly stronger impact on wellbeing than on performance. This is unexpected, considering how the dominant discourse points to time management as a skill for professional career development. Of course, the dominant discourse also frames time management as necessary for wellbeing and stress reduction, but to a much lesser extent. Our finding that time management has a stronger influence on wellbeing in no way negates the importance of time management as a work skill. Rather, this finding challenges the intuitive notion that time management is more effective for work than for other life domains. As further evidence, notice how in Table 6 the effect of time management on life satisfaction is 72% stronger than that on job satisfaction.

Time management and distress

Time management seems to allay various forms of distress, although to a lesser extent than it enhances wellbeing. The alleviating effect on psychological distress is particularly strong ( r = -0.358; see Table 7 ).

That time management has a weaker effect on distress should not be surprising. First, wellbeing and distress are not two poles on opposite ends of a spectrum. Although related, wellbeing and distress are distinct [ 93 ]. Thus, there is no reason to expect time management to have a symmetrical effect on wellbeing and distress. Second, and relatedly, the factors that influence wellbeing and distress are also distinct. Specifically, self-efficacy (i.e., seeing oneself as capable) is a distinct predictor of wellbeing while neuroticism and life events in general are distinct predictors of distress [ 94 ]. It stands to reason that time management can enhance self-efficacy. (Or, alternatively, that people high in self-efficacy would be more likely to engage in time management, although experimental evidence suggests that time management training makes people feel more in control of their time [ 89 ]; it is thus plausible that time management may have a causal effect on self-efficacy. Relatedly, note how time management ability is strongly related to internal locus of control in Table 8 ) In contrast, time management can do considerably less in the way of tackling neuroticism and dampening the emotional impact of tragic life events. In other words, the factors that affect wellbeing may be much more within the purview of time management than the factors that affect distress. For this reason, time management may be less effective in alleviating distress than in improving wellbeing.

Time management and individual differences

Time management is, overall, less related to individual differences than to other variables.

Age, for instance, hardly correlates with time management (with a relatively high consistency between studies, I 2 = 55.79, see Table 8 above).

Similarly, gender only tenuously correlates with time management, although in the expected direction: women seem to have stronger time management abilities than men. The very weak association with gender ( r = -0.087) is particularly surprising given women’s well-documented superior self-regulation skills [ 95 ]. That being said, women’s time management abilities seem to grow stronger over the years ( N = 37, B = -.0049, p < .05, Q model = 3.89(1), Q residual = 218.42(35), I 2 = 83.98, R 2 analog = .03; also see Fig 3 below). More realistically, this increase may not be due to women’s time management abilities getting stronger per se but, rather, to the fact that women now have more freedom to manage their time [ 96 ].

Other demographic indicators, such as education and number of children, were nonsignificant. Similarly, the relationships between time management and personal attributes and attitudes were either weak or nonsignificant, save for two notable exceptions. First, the link between time management and internal locus of control (i.e., the extent to which people perceive they’re in control of their lives) is quite substantial. This is not surprising, because time management presupposes that people believe they can change their lives. Alternatively, it may be that time management helps people strengthen their internal locus of control, as experimental evidence suggests [ 89 ]. Second, the link between time management and self-esteem is equally substantial. Here again, one can make the argument either way: people with high self-esteem might be confident enough to manage their time or, conversely, time management may boost self-esteem. The two options are not mutually exclusive: people with internal loci of control and high self-esteem levels can feel even more in control of their lives and better about themselves through time management.

We also note a very weak but statistically significant negative association between time management and multitasking. It has almost become commonsense that multitasking does not lead to performance [ 97 ]. As a result, people with stronger time management skills might deliberately steer clear of this notoriously ineffective strategy.

In addition, time management was mildly related to hours spent studying but not hours spent working. (These variables cover only student samples working part- or full-time and thus do not apply to non-student populations.) This is consistent with time-use studies revealing that teenagers and young adults spend less time working and more time studying [ 98 ]. Students who manage their time likely have well-defined intentions, and trends suggest those intentions will target education over work because, it is hoped, education offers larger payoffs over the long-term [ 99 ].

In terms of contextual factors, time management does not correlate significantly with job autonomy. This is surprising, as we expected autonomy to be a prerequisite for time management (i.e., you can’t manage time if you don’t have the freedom to). Nevertheless, qualitative studies have shown how even in environments that afford little autonomy (e.g., restaurants), workers can carve out pockets of time freedom to momentarily cut loose [ 100 ]. Thus, time management behaviors may flourish even in the most stymying settings. In addition, the fact that time management is associated with less role overload and previous attendance of time management training programs makes sense: time management can mitigate the effect of heavy workloads and time management training, presumably, improves time management skills.

Finally, time management is linked to all personality traits. Moreover, previous reviews of the literature have commented on the link between time management and conscientiousness in particular [ 32 ]. What our study reveals is the substantial magnitude of the effect ( r = 0.451). The relationship is not surprising: conscientiousness entails orderliness and organization, which overlap significantly with time management. That time management correlates so strongly with personality (and so little with other individual differences) lends credence to the dispositional view of time management [ 101 – 103 ]. However, this finding should not be taken to mean that time management is a highly inheritable, fixed ability. Having a “you either have it or you don’t” view of time management is not only counterproductive [ 104 ] but also runs counter to evidence showing that time management training does, in fact, help people manage their time better.

Does time management work? It seems so. Time management has a moderate influence on job performance, academic achievement, and wellbeing. These three outcomes play an important role in people’s lives. Doing a good job at work, getting top grades in school, and nurturing psychological wellbeing contribute to a life well lived. Widespread exhortations to get better at time management are thus not unfounded: the importance of time management is hard to overstate.

Contributions

Beyond answering the question of whether time management works, this study contributes to the literature in three major ways. First, we quantify the impact of time management on several outcomes. We thus not only address the question of whether time management works, but also, and importantly, gauge to what extent time management works. Indeed, our meta-analysis covers 53,957 participants, which allows for a much more precise, quantified assessment of time management effectiveness compared to qualitative reviews.

Second, this meta-analysis systematically assesses relationships between time management and a host of individual differences and contextual factors. This helps us draw a more accurate portrait of potential antecedents of higher (or lower) scores on time management measures.

Third, our findings challenge intuitive ideas concerning what time management is for. Specifically, we found that time management enhances wellbeing—and in particular life satisfaction—to a greater extent than it does various types of performance. This runs against the popular belief that time management primarily helps people perform better and that wellbeing is simply a byproduct of better performance. Of course, it may be that wellbeing gains, even if higher than performance gains, hinge on performance; that is to say, people may need to perform better as a prerequisite to feeling happier. But this argument doesn’t jibe with experiments showing that even in the absence of performance gains, time management interventions do increase wellbeing [ 89 ]. This argument also founders in the face of evidence linking time management with wellbeing among the unemployed [ 105 ], unemployment being an environment where performance plays a negligible role, if any. As such, this meta-analysis lends support to definitions of time management that are not work- or performance-centric.

Future research and limitations

This meta-analysis questions whether time management should be seen chiefly as a performance device. Our questioning is neither novel nor subversive: historically people have managed time for other reasons than efficiency, such as spiritual devotion and philosophical contemplation [ 72 , 106 , 107 ]. It is only with relatively recent events, such as the Industrial Revolution and waves of corporate downsizing, that time management has become synonymous with productivity [ 43 , 65 ]. We hope future research will widen its scope and look more into outcomes other than performance, such as developing a sense of meaning in life [ 108 ]. One of the earliest time management studies, for instance, explored how time management relates to having a sense of purpose [ 73 ]. However, very few studies followed suit since. Time management thus stands to become a richer, more inclusive research area by investigating a wider array of outcomes.

In addition, despite the encouraging findings of this meta-analysis we must refrain from seeing time management as a panacea. Though time management can make people’s lives better, it is not clear how easy it is for people to learn how to manage their time adequately. More importantly, being “good” at time management is often a function of income, education, and various types of privilege [ 42 , 43 , 46 , 109 ]. The hackneyed maxim that “you have as many hours in a day as Beyoncé,” for instance, blames people for their “poor” time management in pointing out that successful people have just as much time but still manage to get ahead. Yet this ill-conceived maxim glosses over the fact that Beyoncé and her ilk do, in a sense, have more hours in a day than average people who can’t afford a nanny, chauffeur, in-house chefs, and a bevy of personal assistants. Future research should thus look into ways to make time management more accessible.

Furthermore, this meta-analysis rests on the assumption that time management training programs do enhance people’s time management skills. Previous reviews have noted the opacity surrounding time management interventions—studies often don’t explain what, exactly, is taught in time management training seminars [ 18 ]. As a result, comparing the effect of different interventions might come down to comparing apples and oranges. (This might partly account for the high heterogeneity between studies.) We hope that our definition of time management will spur future research into crafting more consistent, valid, and generalizable interventions that will allow for more meaningful comparisons.

Finally, most time management studies are cross-sectional. Yet it is very likely that the effect of time management compounds over time. If time management can help students get better grades, for instance, those grades can lead to better jobs down the line [ 110 ]. Crucially, learning a skill takes time, and if time management helps people make the time to learn a skill, then time management stands to dramatically enrich people’s lives. For this reason, longitudinal studies can track different cohorts to see how time management affects people’s lives over time. We expect that developing time management skills early on in life can create a compound effect whereby people acquire a variety of other skills thanks to their ability to make time.

Overall, this study offers the most comprehensive, precise, and fine-grained assessment of time management to date. We address the longstanding debate over whether time management influences job performance in revealing a positive, albeit moderate effect. Interestingly, we found that time management impacts wellbeing—and in particular life satisfaction—to a greater extent than performance. That means time management may be primarily a wellbeing enhancer, rather than a performance booster. Furthermore, individual and external factors played a minor role in time management, although this does not necessarily mean that time management’s effectiveness is universal. Rather, we need more research that focuses on the internal and external variables that affect time management outcomes. We hope this study will tantalize future research and guide practitioners in their attempt to make better use of their time.

Supporting information

S1 checklist, acknowledgments.

We would like to take this opportunity to acknowledge our colleagues for their invaluable help: Mengchan Gao, Talha Aziz, Elizabeth Eley, Robert Nason, Andrew Ryder, Tracy Hecht, and Caroline Aubé.

Funding Statement

The authors received no specific funding for this work.

Data Availability

• The Productivity Show

Time Management Case Study: Daniel

Case Studies

Welcome to the first of (hopefully many) case studies that we’ll be presenting over the upcoming weeks.

While we believe in writing and publishing really great content , we also recognize the need to occasionally take a step back, and show everyone how it’s all put together. Everything that we present at Asian Efficiency is a model – a model for being more productive and more efficient, and for being a better manager of your time and life. But it is still a model that needs to be adapted to your particular circumstances. This is where case studies come in. Over the next couple of months we’ll be publishing case studies based on consulting work that we’ve done over the past year. (As a side note, we don’t usually take on clients unless it’s a personal favor to someone we know, or someone has reached out through our network and really needs help!)

The thing to keep in mind about all these case studies is that they are all real. Some details have been modified to protect the less-than-efficient, but the core of each individual’s or company’s problems remains the same. The format for these case studies is fairly similar to how we completed the initial consulting work: we looked at each person’s needs and wants in relation to their various areas of life, and made recommendations and an action plan for implementation of more productive processes.

Meet Daniel

Daniel is a successful business owner from Houston in his 30s. He runs a successful brick-and-mortar business, in which he deals with vendors, retailers and consumers on a daily basis. When we first met Daniel, he was haphazardly dividing his time between managing his business, juggling an increasingly-busy social life, and trying to figure out how to drop a number of bad time management habits.

Here are some of the things that he wanted:

• A way to cut down on commute time between his residence and his workplace.
• To free up more time for socializing with friends.
• More time to work on keeping healthy.
• To learn Spanish.
• To get his personal life in order.

We identified some time-wasters and bad habits:

• Multitasking .
• Working last-minute on everything.
• Not knowing what his next action was in any given context.
• Sleeping in, usually as a result of heavy partying.
• Hours spent aimlessly surfing the Internet.
• Too much time spent watching TV.

We also mapped parts of his organizational system:

• Scheduling based on what work dictates.
• A paper to-do list .
• iPhone and a shared calendar for work appointments.
• Journal for reviewing events .
• About to transition to Mac.
• No personal rituals or scheduling.

Based on what we elicited about Daniel’s organizational strengths, weaknesses and what he was after, we put together this:

(In case you are wondering, the little yellow man in the middle is Daniel.)

Let’s take a look at each of the components.

Leverage Points

Leverage points are the intersection of high value activities, natural strengths, and wants. They are the things that you do to push yourself toward your goals , yet also make you happy while doing so. There are two components to leverage: the first is making sure you are doing things where you have optimal leverage, the second is the removal of leaks that would otherwise cause a loss of momentum and progress.

For Daniel, his leverage points coincided with his wants. He was already pretty happy with how his business was operating.

• To spend more time at the gym.
• Switch to Mac.

For learning Spanish, we recommended that he look into Michel Thomas ’ language programs. They are described by users as “Pimsleur on crack”, and our own experience with them matches that description quite well. We recommended that Daniel take a 2 week period of intense study with the recordings, and then supplement this on an ongoing basis by finding native speakers to converse with (language exchange programs with international students being a good place to start).

For working out, we helped Daniel identify how many hours he would spend at the gym, and to set aside the same time slot every week to go to the gym ( building a habit) . Two other environmental support structures we suggested were:

• A training buddy or personal trainer, to help keep Daniel accountable.
• A reward system, whereby attending all scheduled gym sessions would be rewarded with a night out with friends.

To “create” more time to socialize, we suggested that Daniel set aside one night as a “chill” night where there were no outcomes other than to go out with friends and have a good time. To avoid a nasty hangover the following morning, we also provided a simple system:

• Drink water and alcohol in a 1:1 ratio – for each drink taken, a glass of water must also be consumed.
• An alcohol consumption limit of 3 drinks. If necessary, Daniel was to give a friend $100 – only to be returned if fewer than 3 drinks were consumed.

Daniel was already planning to switch to Mac when we first met him.

Handling Leaks

It is one thing to improve efficiency, and it is another to recognize deficiencies in the way we live our lives and to address them. While we are fans of making the most of natural strengths, we also know that it’s important to address weaknesses as best we can, in order to stop them from interfering with the pursuit of our goals.

In Daniel’s case, we had to address:

• An abnormal sleeping schedule .
• Facebook/email/online distractions.

When we spoke with Daniel he indicated that he preferred staying up late. Given that we live in a time when shift work, international business and instant communication is prevalent, we don’t see this as a problem – provided you can offset any potential issues. We suggested bright artificial lighting for staying up late, and earplugs and an eye-mask for sleeping during daylight hours. We also recommended:

• He wake up at the same time every day, regardless.
• He set a minimum amount of time he would sleep every day.
• If he woke up before the time set in 1., to just stay awake anyway.

For Facebook and email, we recommended that Daniel check his email and messages twice a day – once in the morning, and once in the evening. And never in-between.

For online distractions, we recommended the Pomodoro Technique and Leechblock as environmental supports to supplement self-discipline.

Daniel also had a habit of leaving the television on in his office while working. The easy solution: move the TV to another room.

Rituals, Routines and Downtime

You’ll notice that the base of the diagram above consists of rituals, routines and downtime. This is because these three things are directly correlated to our physical energy, which is the foundation upon which everything else rests. Without physical capability and energy, we cannot be efficient.

In Daniel’s case (as with a lot of business owners) his personal and business life had a tendency to blur together. This created a stressful mix of meetings, calls, work, socializing and everything else in-between. We recommended that he step back, and reassess the double-edged sword that arises from running a company. The benefit of being the boss is that Daniel was able to implement the idea of being able to work on whatever he felt like at any given time (after taking into account responsibilities towards his company). We suggested that he limit business-related tasks to the office (and to stay late if necessary) and to keep personal tasks confined to home.

One of Daniel’s main issues was the commute time between his home and office. The solutions we had were to:

• Move closer to the office.
• Maximize time spent commuting using audiobooks.
• Put travel times into schedules, as-if they were appointments with clients.

Daniel also had an issues balancing his downtime: emotionally he felt that he needed more of it, but logically it seemed that he had too much already. We found a comprise: set aside certain nights for downtime and cutting loose, and treat the rest of the time as productivity and goal-focused time. As an example, rather than taking all of Sunday off, Sunday morning was to be set aside to clear actionable tasks.

Two other components that we gave Daniel were a morning ritual , to be completed as a first-thing upon waking, and an evening ritual, to be completed before going to sleep.

Here’s what we recommended:

Daniel’s Morning Ritual

• Drink half liter of water.
• Use bathroom (shower, shave).
• Review goals for day. Review from your journal what you will accomplish today. Transfer items due today to paper.*
• Spend 5 minutes visualizing yourself successfully completing your goals.
• Yoga routine (can defer until later in the day).
• Check email, Facebook, phone. Reply, clear and sort as necessary. Synchronize Things.
• Eat breakfast.
• Get dressed.
• Gym (can defer until later in the day).
• Daily activities. Begin with the most important first if there are no morning appointments.

Daniel’s Evening Ritual

• 30 minutes of visualization exercises.
• Transfer any additional notes from paper into your Things inbox, or set them as tasks in Things.*
• Write your journal entry outlining your day. Review what tasks you’ve completed during the day, and see how it compares to your entry from the morning. Set your tasks and review goals for the next day.
• Prepare your workspace for the next day. This should take no longer than 10 minutes.
• Watch television. 1 episode, or 45 minutes. Nothing that gets the heart racing too much.

* You’ll see why in the section on task management below.

Efficiency System

Daniel already had something of an organizational system in place (at least at work). We made some additional suggestions:

• Use iCal on the Mac, together with the Calendar app on his iPhone. Obtain a MobileMe subscription to keep the two in synchronization.
• Use Address Book on the Mac and Contacts on his iPhone. MobileMe for syncing.
• Use Things for simple task management . This handled the issues of not knowing what to do next, and of working last-minute on tasks. Daniel indicated that he preferred to carry his day-to-day tasks on a small piece of paper, which is reflected in the steps in his morning and evening rituals where he transfers daily tasks to and from a piece of paper and Things.
• We suggested that Daniel try taking notes on his iPhone using Things or Notes. He still likes that piece of paper though.
• We also provided Daniel with a simple breakdown of what his task management system would look like:

“Everyday” describes one-off single actions, such as grocery shopping, buying gifts or running errands. “Reading” is for future and current books. “Waiting” is for storing reminders where someone has to get back to Daniel about something.

• For email, we recommended that Daniel follow these guidelines here .

Personal Organization and Getting to Clear

One of the principal problems with knowledge nowadays, is that it is taught as a corrective layer on top of prior knowledge – which are usually based on assumptions and experiences that are fallacies. The notion of Getting to Clear describes the creation of a clean slate upon which future foundations can be built.

To help Daniel “get to clear”, we recommended some environmental changes:

• Spending a weekend clearing personal space (at home). We recommended that he devise a simple sorting system, with the litmus test of being able to find anything he needed within a couple of minutes.
• Daniel had his belongings and documents spread across multiple locations (2 residences and 2 office locations). We told him that it was OK to have some redundancy in order to deal with having to move between the four locations.
• We suggested Daniel outsource his cleaning to a maid on a weekly or fortnightly basis.

As you can see, a lot of the recommendations that we made for Daniel were based off the theory and application of the models and systems that we have presented on Asian Efficiency – they have simply been modified to better suit his needs.

Just because we (or any other productivity experts for that matter) suggest that XYZ program is the best, it doesn’t mean that it’s the best for you. Sometimes, a simple piece of paper works just as well.

(Image courtesy of fetish art identification under a Creative Commons Attribution 2.0 generic license.)

You may also Like

Last Updated:  May 19, 2020

Productivity Champ Spotlight — Stop Chasing, Start Doing by Yannick Lhérieau

Last Updated:  April 23, 2020

Productivity Champ Spotlight — Identifying Your Khakis by Branden George

Last Updated:  March 24, 2020

Productivity Champ Spotlight — Achieving Mental Bliss by Jonathan Fisher

ABOUT THE AUTHOR

Founder of Asian Efficiency where we help people become more productive at work and in life. I've been featured on Forbes, Fast Company, and The Globe & Mail as a productivity thought leader. At AE I'm responsible for leading teams and executing our vision to assist people all over the world live their best life possible.

Leave a Reply

Your email address will not be published. Required fields are marked

Email * * *

Save my name, email, and website in this browser for the next time I comment.

• Free Case Studies
• Business Essays

Write My Case Study

Buy Case Study

Case Study Help

• Case Study For Sale
• Case Study Services
• Hire Writer

Case Study on Time Management

Time management case study:.

Time management is the process of the effective organization of time for the production of goods and services. time is the most valuable thing, that is why everybody should praise it and use effectively.

Most often the value of time can be seen at work. A successful manager should be able and skillful enough to predict and count how much time is required to produce certain goods or services, how much time it is required to transport these goods or supply the company with resources and materials.If he manages to organize this process effectively, the time will be divided wisely among every employee and the company will manage to improve its production and even the quality of work. It is important to set certain goals and plan the working process in such a way to complete the work on time. Every organization, no matter whether it is a school or a great business corporation, has its schedule and every employee knows when he is expected to come to work and what amount of duties he has to fulfill during the day.

We Will Write a Custom Case Study Specifically For You For Only $13.90/page!

If the manager makes a proper schedule, the work of the company will be improved greatly.Every manager should be aware of the principles of time management in the workplace, so every student who plans to be a professional in future has to prepare a good case study on time management system. A well-organized case study should be a skillfully composed and present interesting facts. First of all a student should choose some problem which has been discussed at class and to brainstorm his own case for the case study. Of course one can be offered a ready case but if he manages to offer his own variant, it will be an advantage, because the teacher will be student’s motivation and ambition. A case study is the research of a problem which happened in the particular case site and one should devote much time to analyze the reason and the consequences of the problem and to draw the right conclusions.

Writing a case study one will have a great number of problems connected with it. It is not quite easy to collect data for the research of the case and one will have to interview the people connected with the case or spend too much time at the library looking through the old periodicals. There is another way to improve ones knowledge of the topic, to read free sample case studies on time management for school students in the web and see how professional writers complete papers of this kind. If you have problems with the composition of the paper, logical presentation of information, formatting or methodology section, take advantage of the free example case study on time management is the key to success and you will learn how to write a good paper yourself.

Related posts:

• Case Study on Human Resource Management
• Case Study on Sales Management
• Case Study on Sales and Distribution Management
• Case Study on Quality Management
• Case Study on Educational Management
• Case Study on Warehouse Management
• Free Essay on Project Management Case Study: Yorkshire House Foods

Quick Links

Privacy Policy

Terms and Conditions

Testimonials

Our Services

Case Study Writing Services

Case Studies For Sale

Our Company

Welcome to the world of case studies that can bring you high grades! Here, at ACaseStudy.com, we deliver professionally written papers, and the best grades for you from your professors are guaranteed!

[email protected] 804-506-0782 350 5th Ave, New York, NY 10118, USA

Acasestudy.com © 2007-2019 All rights reserved.

Hi! I'm Anna

Would you like to get a custom case study? How about receiving a customized one?

Haven't Found The Case Study You Want?

For Only $13.90/page

• Case Studies

Sample Cases

Explore raw case studies for free from the school of management.

All of the cases listed here are from our series on Design and Social Enterprise, funded by the Rockefeller Foundation through a grant to William Drenttel and Winterhouse Institute.

Perspectives: Customer/Marketing, Innovation & Design, Social Enterprise, State & Society, Sustainability

Harish Hande and the company he founded, SELCO, provide solar electricity for lighting and power to India's poor. For his company's work, he has received numerous recognitions and is frequently cited as one of the top social entrepreneurs in India and an example for the entire developing world. But the road to SELCO’s success has not always been smooth...

Design at Mayo

Perspectives: healthcare, innovation & design, leadership & teamwork, social enterprise.

In the early 2000s, Mayo Clinic physician Nicholas LaRusso began asking himself a question: if we can test new drugs in clinical trials, can we also test new kinds of doctor-patient interactions. Although over the last 50 years there had been enormous advances in diagnosing and treating disease, the health care experience had become increasingly complex...

Perspectives: Entrepreneurship, Healthcare, Innovation & Design, Social Enterprise

When Krista Dong and Zinhle Thabethe came to the 2006 PopTech conference in Camden, Maine, they hoped to expand their fight against HIV/AIDS, one of South Africa’s greatest problems. They were the founders of iTEACH, an HIV/AIDS and TB prevention and treatment program in KwaZulu-Natal, South Africa. Impressed by their story, conference organizers and Robert Fabricant of frog design came together with iTEACH to address these real-world challenges through the conference’s vision - accelerating social innovation...

Teach for All

Perspectives: education management, innovation & design, social enterprise.

By their November 2011 annual conference in Mumbai India, Teach For All’s network consisted of 23 national partner organizations. Network members came from all over the globe. From tiny Estonia with near universal literacy, to India with over 900 times more people and only 75% literacy, from China with single-party authoritarian rule, to England with hundreds of years of multi-party democracy. Uniting the network, though, was a commitment to building an organization similar to Teach For America in their respective countries. Teach For America was the brainchild of Wendy Kopp...

Business growth

Marketing tips

16 case study examples (+ 3 templates to make your own)

I like to think of case studies as a business's version of a resume. It highlights what the business can do, lends credibility to its offer, and contains only the positive bullet points that paint it in the best light possible.

Imagine if the guy running your favorite taco truck followed you home so that he could "really dig into how that burrito changed your life." I see the value in the practice. People naturally prefer a tried-and-true burrito just as they prefer tried-and-true products or services.

To help you showcase your success and flesh out your burrito questionnaire, I've put together some case study examples and key takeaways.

What is a case study?

A case study is an in-depth analysis of how your business, product, or service has helped past clients. It can be a document, a webpage, or a slide deck that showcases measurable, real-life results.

For example, if you're a SaaS company, you can analyze your customers' results after a few months of using your product to measure its effectiveness. You can then turn this analysis into a case study that further proves to potential customers what your product can do and how it can help them overcome their challenges.

It changes the narrative from "I promise that we can do X and Y for you" to "Here's what we've done for businesses like yours, and we can do it for you, too."

16 case study examples 

While most case studies follow the same structure, quite a few try to break the mold and create something unique. Some businesses lean heavily on design and presentation, while others pursue a detailed, stat-oriented approach. Some businesses try to mix both.

There's no set formula to follow, but I've found that the best case studies utilize impactful design to engage readers and leverage statistics and case details to drive the point home. A case study typically highlights the companies, the challenges, the solution, and the results. The examples below will help inspire you to do it, too.

1. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Volcanica Coffee and AdRoll

People love a good farm-to-table coffee story, and boy am I one of them. But I've shared this case study with you for more reasons than my love of coffee. I enjoyed this study because it was written as though it was a letter.

In this case study, the founder of Volcanica Coffee talks about the journey from founding the company to personally struggling with learning and applying digital marketing to finding and enlisting AdRoll's services.

It felt more authentic, less about AdRoll showcasing their worth and more like a testimonial from a grateful and appreciative client. After the story, the case study wraps up with successes, milestones, and achievements. Note that quite a few percentages are prominently displayed at the top, providing supporting evidence that backs up an inspiring story.

Takeaway: Highlight your goals and measurable results to draw the reader in and provide concise, easily digestible information.

2. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Taylor Guitars and Airtable

This Airtable case study on Taylor Guitars comes as close as one can to an optimal structure. It features a video that represents the artistic nature of the client, highlighting key achievements and dissecting each element of Airtable's influence.

It also supplements each section with a testimonial or quote from the client, using their insights as a catalyst for the case study's narrative. For example, the case study quotes the social media manager and project manager's insights regarding team-wide communication and access before explaining in greater detail.

Takeaway: Highlight pain points your business solves for its client, and explore that influence in greater detail.

3. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} EndeavourX and Figma

My favorite part of Figma's case study is highlighting why EndeavourX chose its solution. You'll notice an entire section on what Figma does for teams and then specifically for EndeavourX.

It also places a heavy emphasis on numbers and stats. The study, as brief as it is, still manages to pack in a lot of compelling statistics about what's possible with Figma.

Takeaway: Showcase the "how" and "why" of your product's differentiators and how they benefit your customers.

4. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} ActiveCampaign and Zapier

Zapier's case study leans heavily on design, using graphics to present statistics and goals in a manner that not only remains consistent with the branding but also actively pushes it forward, drawing users' eyes to the information most important to them. 

The graphics, emphasis on branding elements, and cause/effect style tell the story without requiring long, drawn-out copy that risks boring readers. Instead, the cause and effect are concisely portrayed alongside the client company's information for a brief and easily scannable case study.

Takeaway: Lean on design to call attention to the most important elements of your case study, and make sure it stays consistent with your branding.

5. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Ironclad and OpenAI

In true OpenAI fashion, this case study is a block of text. There's a distinct lack of imagery, but the study features a narrated video walking readers through the product.

The lack of imagery and color may not be the most inviting, but utilizing video format is commendable. It helps thoroughly communicate how OpenAI supported Ironclad in a way that allows the user to sit back, relax, listen, and be impressed. 

Takeaway: Get creative with the media you implement in your case study. Videos can be a very powerful addition when a case study requires more detailed storytelling.

6. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Shopify and GitHub

GitHub's case study on Shopify is a light read. It addresses client pain points and discusses the different aspects its product considers and improves for clients. It touches on workflow issues, internal systems, automation, and security. It does a great job of representing what one company can do with GitHub.

To drive the point home, the case study features colorful quote callouts from the Shopify team, sharing their insights and perspectives on the partnership, the key issues, and how they were addressed.

Takeaway: Leverage quotes to boost the authoritativeness and trustworthiness of your case study. 

7 . .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Audible and Contentful

Contentful's case study on Audible features almost every element a case study should. It includes not one but two videos and clearly outlines the challenge, solution, and outcome before diving deeper into what Contentful did for Audible. The language is simple, and the writing is heavy with quotes and personal insights.

This case study is a uniquely original experience. The fact that the companies in question are perhaps two of the most creative brands out there may be the reason. I expected nothing short of a detailed analysis, a compelling story, and video content. 

Takeaway: Inject some brand voice into the case study, and create assets that tell the story for you.

8 . .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Zoom and Asana

Asana's case study on Zoom is longer than the average piece and features detailed data on Zoom's growth since 2020. Instead of relying on imagery and graphics, it features several quotes and testimonials. 

It's designed to be direct, informative, and promotional. At some point, the case study reads more like a feature list. There were a few sections that felt a tad too promotional for my liking, but to each their own burrito.

Takeaway: Maintain a balance between promotional and informative. You want to showcase the high-level goals your product helped achieve without losing the reader.

9 . .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Hickies and Mailchimp

I've always been a fan of Mailchimp's comic-like branding, and this case study does an excellent job of sticking to their tradition of making information easy to understand, casual, and inviting.

It features a short video that briefly covers Hickies as a company and Mailchimp's efforts to serve its needs for customer relationships and education processes. Overall, this case study is a concise overview of the partnership that manages to convey success data and tell a story at the same time. What sets it apart is that it does so in a uniquely colorful and brand-consistent manner.

Takeaway: Be concise to provide as much value in as little text as possible.

10. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} NVIDIA and Workday

The gaming industry is notoriously difficult to recruit for, as it requires a very specific set of skills and experience. This case study focuses on how Workday was able to help fill that recruitment gap for NVIDIA, one of the biggest names in the gaming world.

Though it doesn't feature videos or graphics, this case study stood out to me in how it structures information like "key products used" to give readers insight into which tools helped achieve these results.

Takeaway: If your company offers multiple products or services, outline exactly which ones were involved in your case study, so readers can assess each tool.

11. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} KFC and Contentful

I'm personally not a big KFC fan, but that's only because I refuse to eat out of a bucket. My aversion to the bucket format aside, Contentful follows its consistent case study format in this one, outlining challenges, solutions, and outcomes before diving into the nitty-gritty details of the project.

Say what you will about KFC, but their primary product (chicken) does present a unique opportunity for wordplay like "Continuing to march to the beat of a digital-first drum(stick)" or "Delivering deep-fried goodness to every channel."

Takeaway: Inject humor into your case study if there's room for it and if it fits your brand. 

12. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Intuit and Twilio

Twilio does an excellent job of delivering achievements at the very beginning of the case study and going into detail in this two-minute read. While there aren't many graphics, the way quotes from the Intuit team are implemented adds a certain flair to the study and breaks up the sections nicely.

It's simple, concise, and manages to fit a lot of information in easily digestible sections.

Takeaway: Make sure each section is long enough to inform but brief enough to avoid boring readers. Break down information for each section, and don't go into so much detail that you lose the reader halfway through.

13. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Spotify and Salesforce

Salesforce created a video that accurately summarizes the key points of the case study. Beyond that, the page itself is very light on content, and sections are as short as one paragraph.

I especially like how information is broken down into "What you need to know," "Why it matters," and "What the difference looks like." I'm not ashamed of being spoon-fed information. When it's structured so well and so simply, it makes for an entertaining read.

14. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Benchling and Airtable

Benchling is an impressive entity in its own right. Biotech R&D and health care nuances go right over my head. But the research and digging I've been doing in the name of these burritos (case studies) revealed that these products are immensely complex. 

And that's precisely why this case study deserves a read—it succeeds at explaining a complex project that readers outside the industry wouldn't know much about.

Takeaway: Simplify complex information, and walk readers through the company's operations and how your business helped streamline them.

15. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Chipotle and Hubble

The concision of this case study is refreshing. It features two sections—the challenge and the solution—all in 316 words. This goes to show that your case study doesn't necessarily need to be a four-figure investment with video shoots and studio time. 

Sometimes, the message is simple and short enough to convey in a handful of paragraphs.

Takeaway: Consider what you should include instead of what you can include. Assess the time, resources, and effort you're able and willing to invest in a case study, and choose which elements you want to include from there.

16. .css-yjptlz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-yjptlz-Link[data-color='ocean']{color:#3d4592;}.css-yjptlz-Link[data-color='ocean']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='ocean']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='white']{color:#fffdf9;}.css-yjptlz-Link[data-color='white']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='white']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-color='primary']{color:#3d4592;}.css-yjptlz-Link[data-color='primary']:hover{color:#2b2358;}.css-yjptlz-Link[data-color='primary']:focus{color:#3d4592;outline-color:#3d4592;}.css-yjptlz-Link[data-color='secondary']{color:#fffdf9;}.css-yjptlz-Link[data-color='secondary']:hover{color:#a8a5a0;}.css-yjptlz-Link[data-color='secondary']:focus{color:#fffdf9;outline-color:#fffdf9;}.css-yjptlz-Link[data-weight='inherit']{font-weight:inherit;}.css-yjptlz-Link[data-weight='normal']{font-weight:400;}.css-yjptlz-Link[data-weight='bold']{font-weight:700;} Hudl and Zapier

I may be biased, but I'm a big fan of seeing metrics and achievements represented in branded graphics. It can be a jarring experience to navigate a website, then visit a case study page and feel as though you've gone to a completely different website.

The case study is essentially the summary, and the blog article is the detailed analysis that provides context beyond X achievement or Y goal.

Takeaway: Keep your case study concise and informative. Create other resources to provide context under your blog, media or press, and product pages.

3 case study templates

Now that you've had your fill of case studies (if that's possible), I've got just what you need: an infinite number of case studies, which you can create yourself with these case study templates.

Case study template 1

If you've got a quick hit of stats you want to show off, try this template. The opening section gives space for a short summary and three visually appealing stats you can highlight, followed by a headline and body where you can break the case study down more thoroughly. This one's pretty simple, with only sections for solutions and results, but you can easily continue the formatting to add more sections as needed.

Case study template 2

For a case study template with a little more detail, use this one. Opening with a striking cover page for a quick overview, this one goes on to include context, stakeholders, challenges, multiple quote callouts, and quick-hit stats. 

Case study template 3

Whether you want a little structural variation or just like a nice dark green, this template has similar components to the last template but is designed to help tell a story. Move from the client overview through a description of your company before getting to the details of how you fixed said company's problems.

Tips for writing a case study

Examples are all well and good, but you don't learn how to make a burrito just by watching tutorials on YouTube without knowing what any of the ingredients are. You could , but it probably wouldn't be all that good.

Have an objective: Define your objective by identifying the challenge, solution, and results. Assess your work with the client and focus on the most prominent wins. You're speaking to multiple businesses and industries through the case study, so make sure you know what you want to say to them.

Focus on persuasive data: Growth percentages and measurable results are your best friends. Extract your most compelling data and highlight it in your case study.

Use eye-grabbing graphics: Branded design goes a long way in accurately representing your brand and retaining readers as they review the study. Leverage unique and eye-catching graphics to keep readers engaged. 

Simplify data presentation: Some industries are more complex than others, and sometimes, data can be difficult to understand at a glance. Make sure you present your data in the simplest way possible. Make it concise, informative, and easy to understand.

Use automation to drive results for your case study

A case study example is a source of inspiration you can leverage to determine how to best position your brand's work. Find your unique angle, and refine it over time to help your business stand out. Ask anyone: the best burrito in town doesn't just appear at the number one spot. They find their angle (usually the house sauce) and leverage it to stand out.

Case study FAQ

Got your case study template? Great—it's time to gather the team for an awkward semi-vague data collection task. While you do that, here are some case study quick answers for you to skim through while you contemplate what to call your team meeting.

What is an example of a case study?

An example of a case study is when a software company analyzes its results from a client project and creates a webpage, presentation, or document that focuses on high-level results, challenges, and solutions in an attempt to showcase effectiveness and promote the software.

How do you write a case study?

To write a good case study, you should have an objective, identify persuasive and compelling data, leverage graphics, and simplify data. Case studies typically include an analysis of the challenge, solution, and results of the partnership.

What is the format of a case study?

While case studies don't have a set format, they're often portrayed as reports or essays that inform readers about the partnership and its results. 

Related reading:

Get productivity tips delivered straight to your inbox

We’ll email you 1-3 times per week—and never share your information.

Hachem Ramki

Hachem is a writer and digital marketer from Montreal. After graduating with a degree in English, Hachem spent seven years traveling around the world before moving to Canada. When he's not writing, he enjoys Basketball, Dungeons and Dragons, and playing music for friends and family.

• Content marketing

Related articles

Google Local Services Ads: What they are and how to use them

Google Local Services Ads: What they are and...

14 content marketing examples to get the creative juices flowing

14 content marketing examples to get the...

AI in advertising: Examples, tools, and what to expect next

AI in advertising: Examples, tools, and what...

20 landing page examples to help you increase conversions

20 landing page examples to help you...

Improve your productivity automatically. Use Zapier to get your apps working together.

• Free Samples >
• Type of Paper >

Time Management Case Studies Samples That Help You Write Better, Faster & with Gusto

Developing Case Studies is quite an arduous task on its own. Developing great Case Studies is an even more pressing exercise. Developing a first-rate Time Management Case Study is, well, something superhuman. Yet, with the WePapers.com free repository of professionally written Time Management Case Study examples, the job is entirely feasible. Look through our catalog, locate a sample that meets your fundamental requirements and use it as a source of content presentation and structuring ideas in order to develop your own original Case Study on Time Management.

If you lack time or energy for reading plenty of examples in search of inspiration or writing concepts, you can easily order an one-of-a-kind Time Management Case Study sample custom-written exclusively for you to be utilized as a basis for an entirely original academic work.

We use cookies to improve your experience with our site. Please accept before continuing or read our cookie policy here .

Wait, have you seen our prices?

• Design for Business
• Most Recent
• Presentations
• Infographics
• Data Visualizations
• Forms and Surveys
• Video & Animation
• Case Studies
• Digital Marketing
• Design Inspiration
• Visual Thinking
• Product Updates
• Visme Webinars
• Artificial Intelligence

15 Real-Life Case Study Examples & Best Practices

Written by: Oghale Olori

Case studies are more than just success stories.

They are powerful tools that demonstrate the practical value of your product or service. Case studies help attract attention to your products, build trust with potential customers and ultimately drive sales.

It’s no wonder that 73% of successful content marketers utilize case studies as part of their content strategy. Plus, buyers spend 54% of their time reviewing case studies before they make a buying decision.

To ensure you’re making the most of your case studies, we’ve put together 15 real-life case study examples to inspire you. These examples span a variety of industries and formats. We’ve also included best practices, design tips and templates to inspire you.

Let’s dive in!

Table of Contents

What is a case study, 15 real-life case study examples, sales case study examples, saas case study examples, product case study examples, marketing case study examples, business case study examples, case study faqs.

• A case study is a compelling narrative that showcases how your product or service has positively impacted a real business or individual. 
• Case studies delve into your customer's challenges, how your solution addressed them and the quantifiable results they achieved.
• Your case study should have an attention-grabbing headline, great visuals and a relevant call to action. Other key elements include an introduction, problems and result section.
• Visme provides easy-to-use tools, professionally designed templates and features for creating attractive and engaging case studies.

A case study is a real-life scenario where your company helped a person or business solve their unique challenges. It provides a detailed analysis of the positive outcomes achieved as a result of implementing your solution.

Case studies are an effective way to showcase the value of your product or service to potential customers without overt selling. By sharing how your company transformed a business, you can attract customers seeking similar solutions and results.

Case studies are not only about your company's capabilities; they are primarily about the benefits customers and clients have experienced from using your product.

Every great case study is made up of key elements. They are;

• Attention-grabbing headline: Write a compelling headline that grabs attention and tells your reader what the case study is about. For example, "How a CRM System Helped a B2B Company Increase Revenue by 225%.
• Introduction/Executive Summary: Include a brief overview of your case study, including your customer’s problem, the solution they implemented and the results they achieved.
• Problem/Challenge: Case studies with solutions offer a powerful way to connect with potential customers. In this section, explain how your product or service specifically addressed your customer's challenges.
• Solution: Explain how your product or service specifically addressed your customer's challenges.
• Results/Achievements : Give a detailed account of the positive impact of your product. Quantify the benefits achieved using metrics such as increased sales, improved efficiency, reduced costs or enhanced customer satisfaction.
• Graphics/Visuals: Include professional designs, high-quality photos and videos to make your case study more engaging and visually appealing.
• Quotes/Testimonials: Incorporate written or video quotes from your clients to boost your credibility.
• Relevant CTA: Insert a call to action (CTA) that encourages the reader to take action. For example, visiting your website or contacting you for more information. Your CTA can be a link to a landing page, a contact form or your social media handle and should be related to the product or service you highlighted in your case study.

Now that you understand what a case study is, let’s look at real-life case study examples. Among these, you'll find some simple case study examples that break down complex ideas into easily understandable solutions.

In this section, we’ll explore SaaS, marketing, sales, product and business case study examples with solutions. Take note of how these companies structured their case studies and included the key elements.

We’ve also included professionally designed case study templates to inspire you.

1. Georgia Tech Athletics Increase Season Ticket Sales by 80%

Georgia Tech Athletics, with its 8,000 football season ticket holders, sought for a way to increase efficiency and customer engagement.

Their initial sales process involved making multiple outbound phone calls per day with no real targeting or guidelines. Georgia Tech believed that targeting communications will enable them to reach more people in real time.

Salesloft improved Georgia Tech’s sales process with an inbound structure. This enabled sales reps to connect with their customers on a more targeted level. The use of dynamic fields and filters when importing lists ensured prospects received the right information, while communication with existing fans became faster with automation.

As a result, Georgia Tech Athletics recorded an 80% increase in season ticket sales as relationships with season ticket holders significantly improved. Employee engagement increased as employees became more energized to connect and communicate with fans.

Why Does This Case Study Work?

In this case study example , Salesloft utilized the key elements of a good case study. Their introduction gave an overview of their customers' challenges and the results they enjoyed after using them. After which they categorized the case study into three main sections: challenge, solution and result.

Salesloft utilized a case study video to increase engagement and invoke human connection.

Incorporating videos in your case study has a lot of benefits. Wyzol’s 2023 state of video marketing report showed a direct correlation between videos and an 87% increase in sales.

The beautiful thing is that creating videos for your case study doesn’t have to be daunting.

With an easy-to-use platform like Visme, you can create top-notch testimonial videos that will connect with your audience. Within the Visme editor, you can access over 1 million stock photos , video templates, animated graphics and more. These tools and resources will significantly improve the design and engagement of your case study.

Simplify content creation and brand management for your team

• Collaborate on designs , mockups and wireframes with your non-design colleagues
• Lock down your branding to maintain brand consistency throughout your designs
• Why start from scratch? Save time with 1000s of professional branded templates

Sign up. It’s free.

2. WeightWatchers Completely Revamped their Enterprise Sales Process with HubSpot

WeightWatchers, a 60-year-old wellness company, sought a CRM solution that increased the efficiency of their sales process. With their previous system, Weightwatchers had limited automation. They would copy-paste message templates from word documents or recreate one email for a batch of customers.

This required a huge effort from sales reps, account managers and leadership, as they were unable to track leads or pull customized reports for planning and growth.

WeightWatchers transformed their B2B sales strategy by leveraging HubSpot's robust marketing and sales workflows. They utilized HubSpot’s deal pipeline and automation features to streamline lead qualification. And the customized dashboard gave leadership valuable insights.

As a result, WeightWatchers generated seven figures in annual contract value and boosted recurring revenue. Hubspot’s impact resulted in 100% adoption across all sales, marketing, client success and operations teams.

Hubspot structured its case study into separate sections, demonstrating the specific benefits of their products to various aspects of the customer's business. Additionally, they integrated direct customer quotes in each section to boost credibility, resulting in a more compelling case study.

Getting insight from your customer about their challenges is one thing. But writing about their process and achievements in a concise and relatable way is another. If you find yourself constantly experiencing writer’s block, Visme’s AI writer is perfect for you.

Visme created this AI text generator tool to take your ideas and transform them into a great draft. So whether you need help writing your first draft or editing your final case study, Visme is ready for you.

3. Immi’s Ram Fam Helps to Drive Over $200k in Sales

Immi embarked on a mission to recreate healthier ramen recipes that were nutritious and delicious. After 2 years of tireless trials, Immi finally found the perfect ramen recipe. However, they envisioned a community of passionate ramen enthusiasts to fuel their business growth.

This vision propelled them to partner with Shopify Collabs. Shopify Collabs successfully cultivated and managed Immi’s Ramen community of ambassadors and creators.

As a result of their partnership, Immi’s community grew to more than 400 dedicated members, generating over $200,000 in total affiliate sales.

The power of data-driven headlines cannot be overemphasized. Chili Piper strategically incorporates quantifiable results in their headlines. This instantly sparks curiosity and interest in readers.

While not every customer success story may boast headline-grabbing figures, quantifying achievements in percentages is still effective. For example, you can highlight a 50% revenue increase with the implementation of your product.

Take a look at the beautiful case study template below. Just like in the example above, the figures in the headline instantly grab attention and entice your reader to click through.

Having a case study document is a key factor in boosting engagement. This makes it easy to promote your case study in multiple ways. With Visme, you can easily publish, download and share your case study with your customers in a variety of formats, including PDF, PPTX, JPG and more!

4. How WOW! is Saving Nearly 79% in Time and Cost With Visme

This case study discusses how Visme helped WOW! save time and money by providing user-friendly tools to create interactive and quality training materials for their employees. Find out what your team can do with Visme. Request a Demo

WOW!'s learning and development team creates high-quality training materials for new and existing employees. Previous tools and platforms they used had plain templates, little to no interactivity features, and limited flexibility—that is, until they discovered Visme.

Now, the learning and development team at WOW! use Visme to create engaging infographics, training videos, slide decks and other training materials.

This has directly reduced the company's turnover rate, saving them money spent on recruiting and training new employees. It has also saved them a significant amount of time, which they can now allocate to other important tasks.

Visme's customer testimonials spark an emotional connection with the reader, leaving a profound impact. Upon reading this case study, prospective customers will be blown away by the remarkable efficiency achieved by Visme's clients after switching from PowerPoint.

Visme’s interactivity feature was a game changer for WOW! and one of the primary reasons they chose Visme.

“Previously we were using PowerPoint, which is fine, but the interactivity you can get with Visme is so much more robust that we’ve all steered away from PowerPoint.” - Kendra, L&D team, Wow!

Visme’s interactive feature allowed them to animate their infographics, include clickable links on their PowerPoint designs and even embed polls and quizzes their employees could interact with.

By embedding the slide decks, infographics and other training materials WOW! created with Visme, potential customers get a taste of what they can create with the tool. This is much more effective than describing the features of Visme because it allows potential customers to see the tool in action.

To top it all off, this case study utilized relevant data and figures. For example, one part of the case study said, “In Visme, where Kendra’s team has access to hundreds of templates, a brand kit, and millions of design assets at their disposal, their team can create presentations in 80% less time.”

Who wouldn't want that?

Including relevant figures and graphics in your case study is a sure way to convince your potential customers why you’re a great fit for their brand. The case study template below is a great example of integrating relevant figures and data.

This colorful template begins with a captivating headline. But that is not the best part; this template extensively showcases the results their customer had using relevant figures.

The arrangement of the results makes it fun and attractive. Instead of just putting figures in a plain table, you can find interesting shapes in your Visme editor to take your case study to the next level.

5. Lyte Reduces Customer Churn To Just 3% With Hubspot CRM

While Lyte was redefining the ticketing industry, it had no definite CRM system . Lyte utilized 12–15 different SaaS solutions across various departments, which led to a lack of alignment between teams, duplication of work and overlapping tasks.

Customer data was spread across these platforms, making it difficult to effectively track their customer journey. As a result, their churn rate increased along with customer dissatisfaction.

Through Fuelius , Lyte founded and implemented Hubspot CRM. Lyte's productivity skyrocketed after incorporating Hubspot's all-in-one CRM tool. With improved efficiency, better teamwork and stronger client relationships, sales figures soared.

The case study title page and executive summary act as compelling entry points for both existing and potential customers. This overview provides a clear understanding of the case study and also strategically incorporates key details like the client's industry, location and relevant background information.

Having a good summary of your case study can prompt your readers to engage further. You can achieve this with a simple but effective case study one-pager that highlights your customer’s problems, process and achievements, just like this case study did in the beginning.

Moreover, you can easily distribute your case study one-pager and use it as a lead magnet to draw prospective customers to your company.

Take a look at this case study one-pager template below.

This template includes key aspects of your case study, such as the introduction, key findings, conclusion and more, without overcrowding the page. The use of multiple shades of blue gives it a clean and dynamic layout.

Our favorite part of this template is where the age group is visualized.

With Visme’s data visualization tool , you can present your data in tables, graphs, progress bars, maps and so much more. All you need to do is choose your preferred data visualization widget, input or import your data and click enter!

6. How Workato Converts 75% of Their Qualified Leads

Workato wanted to improve their inbound leads and increase their conversion rate, which ranged from 40-55%.

At first, Workato searched for a simple scheduling tool. They soon discovered that they needed a tool that provided advanced routing capabilities based on zip code and other criteria. Luckily, they found and implemented Chili Piper.

As a result of implementing Chili Piper, Workato achieved a remarkable 75–80% conversion rate and improved show rates. This led to a substantial revenue boost, with a 10-15% increase in revenue attributed to Chili Piper's impact on lead conversion.

This case study example utilizes the power of video testimonials to drive the impact of their product.

Chili Piper incorporates screenshots and clips of their tool in use. This is a great strategy because it helps your viewers become familiar with how your product works, making onboarding new customers much easier.

In this case study example, we see the importance of efficient Workflow Management Systems (WMS). Without a WMS, you manually assign tasks to your team members and engage in multiple emails for regular updates on progress.

However, when crafting and designing your case study, you should prioritize having a good WMS.

Visme has an outstanding Workflow Management System feature that keeps you on top of all your projects and designs. This feature makes it much easier to assign roles, ensure accuracy across documents, and track progress and deadlines.

Visme’s WMS feature allows you to limit access to your entire document by assigning specific slides or pages to individual members of your team. At the end of the day, your team members are not overwhelmed or distracted by the whole document but can focus on their tasks.

7. Rush Order Helps Vogmask Scale-Up During a Pandemic

Vomask's reliance on third-party fulfillment companies became a challenge as demand for their masks grew. Seeking a reliable fulfillment partner, they found Rush Order and entrusted them with their entire inventory.

Vomask's partnership with Rush Order proved to be a lifesaver during the COVID-19 pandemic. Rush Order's agility, efficiency and commitment to customer satisfaction helped Vogmask navigate the unprecedented demand and maintain its reputation for quality and service.

Rush Order’s comprehensive support enabled Vogmask to scale up its order processing by a staggering 900% while maintaining a remarkable customer satisfaction rate of 92%.

Rush Order chose one event where their impact mattered the most to their customer and shared that story.

While pandemics don't happen every day, you can look through your customer’s journey and highlight a specific time or scenario where your product or service saved their business.

The story of Vogmask and Rush Order is compelling, but it simply is not enough. The case study format and design attract readers' attention and make them want to know more. Rush Order uses consistent colors throughout the case study, starting with the logo, bold square blocks, pictures, and even headers.

Take a look at this product case study template below.

Just like our example, this case study template utilizes bold colors and large squares to attract and maintain the reader’s attention. It provides enough room for you to write about your customers' backgrounds/introductions, challenges, goals and results.

The right combination of shapes and colors adds a level of professionalism to this case study template.

8. AMR Hair & Beauty leverages B2B functionality to boost sales by 200%

With limits on website customization, slow page loading and multiple website crashes during peak events, it wasn't long before AMR Hair & Beauty began looking for a new e-commerce solution.

Their existing platform lacked effective search and filtering options, a seamless checkout process and the data analytics capabilities needed for informed decision-making. This led to a significant number of abandoned carts.

Upon switching to Shopify Plus, AMR immediately saw improvements in page loading speed and average session duration. They added better search and filtering options for their wholesale customers and customized their checkout process.

Due to this, AMR witnessed a 200% increase in sales and a 77% rise in B2B average order value. AMR Hair & Beauty is now poised for further expansion and growth.

This case study example showcases the power of a concise and impactful narrative.

To make their case analysis more effective, Shopify focused on the most relevant aspects of the customer's journey. While there may have been other challenges the customer faced, they only included those that directly related to their solutions.

Take a look at this case study template below. It is perfect if you want to create a concise but effective case study. Without including unnecessary details, you can outline the challenges, solutions and results your customers experienced from using your product.

Don’t forget to include a strong CTA within your case study. By incorporating a link, sidebar pop-up or an exit pop-up into your case study, you can prompt your readers and prospective clients to connect with you.

9. How a Marketing Agency Uses Visme to Create Engaging Content With Infographics

SmartBox Dental , a marketing agency specializing in dental practices, sought ways to make dental advice more interesting and easier to read. However, they lacked the design skills to do so effectively.

Visme's wide range of templates and features made it easy for the team to create high-quality content quickly and efficiently. SmartBox Dental enjoyed creating infographics in as little as 10-15 minutes, compared to one hour before Visme was implemented.

By leveraging Visme, SmartBox Dental successfully transformed dental content into a more enjoyable and informative experience for their clients' patients. Therefore enhancing its reputation as a marketing partner that goes the extra mile to deliver value to its clients.

Visme creatively incorporates testimonials In this case study example.

By showcasing infographics and designs created by their clients, they leverage the power of social proof in a visually compelling way. This way, potential customers gain immediate insight into the creative possibilities Visme offers as a design tool.

This example effectively showcases a product's versatility and impact, and we can learn a lot about writing a case study from it. Instead of focusing on one tool or feature per customer, Visme took a more comprehensive approach.

Within each section of their case study, Visme explained how a particular tool or feature played a key role in solving the customer's challenges.

For example, this case study highlighted Visme’s collaboration tool . With Visme’s tool, the SmartBox Dental content team fostered teamwork, accountability and effective supervision.

Visme also achieved a versatile case study by including relevant quotes to showcase each tool or feature. Take a look at some examples;

Visme’s collaboration tool: “We really like the collaboration tool. Being able to see what a co-worker is working on and borrow their ideas or collaborate on a project to make sure we get the best end result really helps us out.”

Visme’s library of stock photos and animated characters: “I really love the images and the look those give to an infographic. I also really like the animated little guys and the animated pictures. That’s added a lot of fun to our designs.”

Visme’s interactivity feature: “You can add URLs and phone number links directly into the infographic so they can just click and call or go to another page on the website and I really like adding those hyperlinks in.”

You can ask your customers to talk about the different products or features that helped them achieve their business success and draw quotes from each one.

10. Jasper Grows Blog Organic Sessions 810% and Blog-Attributed User Signups 400X

Jasper, an AI writing tool, lacked a scalable content strategy to drive organic traffic and user growth. They needed help creating content that converted visitors into users. Especially when a looming domain migration threatened organic traffic.

To address these challenges, Jasper partnered with Omniscient Digital. Their goal was to turn their content into a growth channel and drive organic growth. Omniscient Digital developed a full content strategy for Jasper AI, which included a content audit, competitive analysis, and keyword discovery.

Through their collaboration, Jasper’s organic blog sessions increased by 810%, despite the domain migration. They also witnessed a 400X increase in blog-attributed signups. And more importantly, the content program contributed to over $4 million in annual recurring revenue.

The combination of storytelling and video testimonials within the case study example makes this a real winner. But there’s a twist to it. Omniscient segmented the video testimonials and placed them in different sections of the case study.

Video marketing , especially in case studies, works wonders. Research shows us that 42% of people prefer video testimonials because they show real customers with real success stories. So if you haven't thought of it before, incorporate video testimonials into your case study.

Take a look at this stunning video testimonial template. With its simple design, you can input the picture, name and quote of your customer within your case study in a fun and engaging way.

Try it yourself! Customize this template with your customer’s testimonial and add it to your case study!

11. How Meliá Became One of the Most Influential Hotel Chains on Social Media

Meliá Hotels needed help managing their growing social media customer service needs. Despite having over 500 social accounts, they lacked a unified response protocol and detailed reporting. This largely hindered efficiency and brand consistency.

Meliá partnered with Hootsuite to build an in-house social customer care team. Implementing Hootsuite's tools enabled Meliá to decrease response times from 24 hours to 12.4 hours while also leveraging smart automation.

In addition to that, Meliá resolved over 133,000 conversations, booking 330 inquiries per week through Hootsuite Inbox. They significantly improved brand consistency, response time and customer satisfaction.

The need for a good case study design cannot be over-emphasized.

As soon as anyone lands on this case study example, they are mesmerized by a beautiful case study design. This alone raises the interest of readers and keeps them engaged till the end.

If you’re currently saying to yourself, “ I can write great case studies, but I don’t have the time or skill to turn it into a beautiful document.” Say no more.

Visme’s amazing AI document generator can take your text and transform it into a stunning and professional document in minutes! Not only do you save time, but you also get inspired by the design.

With Visme’s document generator, you can create PDFs, case study presentations , infographics and more!

Take a look at this case study template below. Just like our case study example, it captures readers' attention with its beautiful design. Its dynamic blend of colors and fonts helps to segment each element of the case study beautifully.

12. Tea’s Me Cafe: Tamika Catchings is Brewing Glory

Tamika's journey began when she purchased Tea's Me Cafe in 2017, saving it from closure. She recognized the potential of the cafe as a community hub and hosted regular events centered on social issues and youth empowerment.

One of Tamika’s business goals was to automate her business. She sought to streamline business processes across various aspects of her business. One of the ways she achieves this goal is through Constant Contact.

Constant Contact became an integral part of Tamika's marketing strategy. They provided an automated and centralized platform for managing email newsletters, event registrations, social media scheduling and more.

This allowed Tamika and her team to collaborate efficiently and focus on engaging with their audience. They effectively utilized features like WooCommerce integration, text-to-join and the survey builder to grow their email list, segment their audience and gather valuable feedback.

The case study example utilizes the power of storytelling to form a connection with readers. Constant Contact takes a humble approach in this case study. They spotlight their customers' efforts as the reason for their achievements and growth, establishing trust and credibility.

This case study is also visually appealing, filled with high-quality photos of their customer. While this is a great way to foster originality, it can prove challenging if your customer sends you blurry or low-quality photos.

If you find yourself in that dilemma, you can use Visme’s AI image edit tool to touch up your photos. With Visme’s AI tool, you can remove unwanted backgrounds, erase unwanted objects, unblur low-quality pictures and upscale any photo without losing the quality.

Constant Contact offers its readers various formats to engage with their case study. Including an audio podcast and PDF.

In its PDF version, Constant Contact utilized its brand colors to create a stunning case study design.  With this, they increase brand awareness and, in turn, brand recognition with anyone who comes across their case study.

With Visme’s brand wizard tool , you can seamlessly incorporate your brand assets into any design or document you create. By inputting your URL, Visme’s AI integration will take note of your brand colors, brand fonts and more and create branded templates for you automatically.

You don't need to worry about spending hours customizing templates to fit your brand anymore. You can focus on writing amazing case studies that promote your company.

13. How Breakwater Kitchens Achieved a 7% Growth in Sales With Thryv

Breakwater Kitchens struggled with managing their business operations efficiently. They spent a lot of time on manual tasks, such as scheduling appointments and managing client communication. This made it difficult for them to grow their business and provide the best possible service to their customers.

David, the owner, discovered Thryv. With Thryv, Breakwater Kitchens was able to automate many of their manual tasks. Additionally, Thryv integrated social media management. This enabled Breakwater Kitchens to deliver a consistent brand message, captivate its audience and foster online growth.

As a result, Breakwater Kitchens achieved increased efficiency, reduced missed appointments and a 7% growth in sales.

This case study example uses a concise format and strong verbs, which make it easy for readers to absorb the information.

At the top of the case study, Thryv immediately builds trust by presenting their customer's complete profile, including their name, company details and website. This allows potential customers to verify the case study's legitimacy, making them more likely to believe in Thryv's services.

However, manually copying and pasting customer information across multiple pages of your case study can be time-consuming.

To save time and effort, you can utilize Visme's dynamic field feature . Dynamic fields automatically insert reusable information into your designs.  So you don’t have to type it out multiple times.

14. Zoom’s Creative Team Saves Over 4,000 Hours With Brandfolder

Zoom experienced rapid growth with the advent of remote work and the rise of the COVID-19 pandemic. Such growth called for agility and resilience to scale through.

At the time, Zoom’s assets were disorganized which made retrieving brand information a burden. Zoom’s creative manager spent no less than 10 hours per week finding and retrieving brand assets for internal teams.

Zoom needed a more sustainable approach to organizing and retrieving brand information and came across Brandfolder. Brandfolder simplified and accelerated Zoom’s email localization and webpage development. It also enhanced the creation and storage of Zoom virtual backgrounds.

With Brandfolder, Zoom now saves 4,000+ hours every year. The company also centralized its assets in Brandfolder, which allowed 6,800+ employees and 20-30 vendors to quickly access them.

Brandfolder infused its case study with compelling data and backed it up with verifiable sources. This data-driven approach boosts credibility and increases the impact of their story.

Bradfolder's case study goes the extra mile by providing a downloadable PDF version, making it convenient for readers to access the information on their own time. Their dedication to crafting stunning visuals is evident in every aspect of the project.

From the vibrant colors to the seamless navigation, everything has been meticulously designed to leave a lasting impression on the viewer. And with clickable links that make exploring the content a breeze, the user experience is guaranteed to be nothing short of exceptional.

The thing is, your case study presentation won’t always sit on your website. There are instances where you may need to do a case study presentation for clients, partners or potential investors.

Visme has a rich library of templates you can tap into. But if you’re racing against the clock, Visme’s AI presentation maker is your best ally.

15. How Cents of Style Made $1.7M+ in Affiliate Sales with LeadDyno

Cents of Style had a successful affiliate and influencer marketing strategy. However, their existing affiliate marketing platform was not intuitive, customizable or transparent enough to meet the needs of their influencers.

Cents of Styles needed an easy-to-use affiliate marketing platform that gave them more freedom to customize their program and implement a multi-tier commission program.

After exploring their options, Cents of Style decided on LeadDyno.

LeadDyno provided more flexibility, allowing them to customize commission rates and implement their multi-tier commission structure, switching from monthly to weekly payouts.

Also, integrations with PayPal made payments smoother And features like newsletters and leaderboards added to the platform's success by keeping things transparent and engaging.

As a result, Cents of Style witnessed an impressive $1.7 million in revenue from affiliate sales with a substantial increase in web sales by 80%.

LeadDyno strategically placed a compelling CTA in the middle of their case study layout, maximizing its impact. At this point, readers are already invested in the customer's story and may be considering implementing similar strategies.

A well-placed CTA offers them a direct path to learn more and take action.

LeadDyno also utilized the power of quotes to strengthen their case study. They didn't just embed these quotes seamlessly into the text; instead, they emphasized each one with distinct blocks.

Are you looking for an easier and quicker solution to create a case study and other business documents? Try Visme's AI designer ! This powerful tool allows you to generate complete documents, such as case studies, reports, whitepapers and more, just by providing text prompts. Simply explain your requirements to the tool, and it will produce the document for you, complete with text, images, design assets and more.

Still have more questions about case studies? Let's look at some frequently asked questions.

How to Write a Case Study?

• Choose a compelling story: Not all case studies are created equal. Pick one that is relevant to your target audience and demonstrates the specific benefits of your product or service.
• Outline your case study: Create a case study outline and highlight how you will structure your case study to include the introduction, problem, solution and achievements of your customer.
• Choose a case study template: After you outline your case study, choose a case study template . Visme has stunning templates that can inspire your case study design.
• Craft a compelling headline: Include figures or percentages that draw attention to your case study.
• Work on the first draft: Your case study should be easy to read and understand. Use clear and concise language and avoid jargon.
• Include high-quality visual aids: Visuals can help to make your case study more engaging and easier to read. Consider adding high-quality photos, screenshots or videos.
• Include a relevant CTA: Tell prospective customers how to reach you for questions or sign-ups.

What Are the Stages of a Case Study?

The stages of a case study are;

• Planning & Preparation: Highlight your goals for writing the case study. Plan the case study format, length and audience you wish to target.
• Interview the Client: Reach out to the company you want to showcase and ask relevant questions about their journey and achievements.
• Revision & Editing: Review your case study and ask for feedback. Include relevant quotes and CTAs to your case study.
• Publication & Distribution: Publish and share your case study on your website, social media channels and email list!
• Marketing & Repurposing: Turn your case study into a podcast, PDF, case study presentation and more. Share these materials with your sales and marketing team.

What Are the Advantages and Disadvantages of a Case Study?

Advantages of a case study:

• Case studies showcase a specific solution and outcome for specific customer challenges.
• It attracts potential customers with similar challenges.
• It builds trust and credibility with potential customers.
• It provides an in-depth analysis of your company’s problem-solving process.

Disadvantages of a case study:

• Limited applicability. Case studies are tailored to specific cases and may not apply to other businesses.
• It relies heavily on customer cooperation and willingness to share information.
• It stands a risk of becoming outdated as industries and customer needs evolve.

What Are the Types of Case Studies?

There are 7 main types of case studies. They include;

• Illustrative case study.
• Instrumental case study.
• Intrinsic case study.
• Descriptive case study.
• Explanatory case study.
• Exploratory case study.
• Collective case study.

How Long Should a Case Study Be?

The ideal length of your case study is between 500 - 1500 words or 1-3 pages. Certain factors like your target audience, goal or the amount of detail you want to share may influence the length of your case study. This infographic has powerful tips for designing winning case studies

What Is the Difference Between a Case Study and an Example?

Case studies provide a detailed narrative of how your product or service was used to solve a problem. Examples are general illustrations and are not necessarily real-life scenarios.

Case studies are often used for marketing purposes, attracting potential customers and building trust. Examples, on the other hand, are primarily used to simplify or clarify complex concepts.

Where Can I Find Case Study Examples?

You can easily find many case study examples online and in industry publications. Many companies, including Visme, share case studies on their websites to showcase how their products or services have helped clients achieve success. You can also search online libraries and professional organizations for case studies related to your specific industry or field.

If you need professionally-designed, customizable case study templates to create your own, Visme's template library is one of the best places to look. These templates include all the essential sections of a case study and high-quality content to help you create case studies that position your business as an industry leader.

Get More Out Of Your Case Studies With Visme

Case studies are an essential tool for converting potential customers into paying customers. By following the tips in this article, you can create compelling case studies that will help you build trust, establish credibility and drive sales.

Visme can help you create stunning case studies and other relevant marketing materials. With our easy-to-use platform, interactive features and analytics tools , you can increase your content creation game in no time.

There is no limit to what you can achieve with Visme. Connect with Sales to discover how Visme can boost your business goals.

Easily create beautiful case studies and more with Visme

Trusted by leading brands

Recommended content for you:

Create Stunning Content!

Design visual brand experiences for your business whether you are a seasoned designer or a total novice.

About the Author

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Onboarding New Employees in a Hybrid Workplace

• Dawn Klinghoffer,
• Karen Kocher,
• Natalie Luna

New research from Microsoft on how much time new hires should spend in the office during their first 90 days.

As you’re navigating hybrid work, it’s a good moment to assess how your onboarding processes enable or empower your new hires to thrive. Researchers at Microsoft have conducted and identified studies that suggest that onboarding to a new role, team, or company is a key moment for building connections with the new manager and team and doing so a few days in person provides unique benefits. But just requiring newcomers to be onsite full time doesn’t guarantee success. The authors explain and offer examples of how onboarding that truly helps new employees thrive in the modern workplace is less about face time and more about intention, structure, and resources.

During the pandemic, companies around the world explored new ways of working that challenged long-held assumptions and beliefs about where work gets done. Many companies, including Microsoft , saw the benefits of flexible work and wanted to offer employees a chance to continue to work in a hybrid environment, while balancing the needs of the organization.

• Dawn Klinghoffer is the head of people analytics at Microsoft.
• KK Karen Kocher leads the future of work, workforce of the future and talent & learning experiences at Microsoft.
• NL Natalie Luna is on Microsoft’s employee listening team, leading employee lifecycle and daily surveys, and researching onboarding, culture and hybrid ways of working.

Partner Center

• Project management Track your team’s tasks and projects in Hive
• Time tracking Automatically track time spent on Hive actions
• Goals Set and visualize your most important milestones
• Resourcing Track time and assign teammates to projects
• Forms Gather feedback, project intake, client requests and more
• Proofing & Approvals Streamline design and feedback workflows in Hive
• See all features
• Analytics Gain visibility and gather insights into your projects
• Automations Save time by automating everyday tasks
• Hive Apps Connect dozens of apps to streamline work from anywhere
• Integrations Sync Hive with your most-used external apps
• Templates Quick-start your work in Hive with pre-built templates
• Download Hive Access your workspace on desktop or mobile
• Project management Streamline initiatives of any size & customize your workflow by project
• Resource management Enable seamless resourcing and allocation across your team
• Project planning Track and plan all upcoming projects in one central location
• Time tracking Consolidate all time tracking and task management in Hive
• Cross-company collaboration Unite team goals across your organization
• Client engagement Build custom client portals and dashboards for external use
• All use cases
• Enterprise Bring your organization into one unified platform
• Agency Streamline project intake, project execution, and client comms
• University Marketing Maximize value from your marketing and admissions workflows with Hive
• Nonprofits Seamless planning, fundraising, event execution and more
• Marketing Streamline your marketing projects and timelines
• Business operations Track and optimize strategic planning and finance initiatives
• Education Bring your institutions’ planning, fundraising, and more into Hive
• Design Use Hive to map out and track all design initiatives and assets
• On-demand demo Access a guided walk through Hive
• Customers More on how Teams are using Hive now
• FAQ & support articles Find answers to your most asked questions
• Hive University Become a Hive expert with our free Hive U courses
• Webinars Learn about Hive’s latest features
• Hive Community Where members discuss and answer questions in the community
• Professional Services Get hands-on help from our Professional Services team
• Hive Partners Explore partners services or join as a partner
• FEATURED WEBINAR

Mastering Workflow Automation with Connex Digital

Connex's Director of Growth and Certified Hive Partner Andrès Berte walks through how their team implements Hive Automate. Learn how to build powerful workflows with apps like Hubspot and Slack and gain key insights from workspace data.

• Request Demo
• Get Started

Crisis Management in Projects: Strategies for Handling Unexpected Challenges

• June 24, 2024

Table of Contents

In the dynamic landscape of project management, unforeseen challenges often arise, threatening to derail carefully laid plans and jeopardize project success. This makes crisis management an indispensable facet of project management, wherein strategies are employed to handle unexpected adversities effectively. 

At its core, crisis management in projects involves the proactive identification, swift response, and strategic resolution of crises to mitigate their impact on project objectives, timelines, and stakeholders. 

Whether it’s a sudden budget shortfall, a key team member’s departure, or a global pandemic disrupting operations, the ability to navigate through crises is essential for project managers and teams alike. This introductory paragraph sets the stage for delving into the multifaceted realm of crisis management in projects, highlighting its significance and the imperative need for robust strategies. 

By understanding the nature of project crises, preparing preemptive measures, and implementing effective response strategies, project teams can not only weather unexpected storms but also emerge stronger and more resilient, ready to tackle future challenges with confidence and agility. 

In this exploration of crisis management strategies, we delve into the tactics and best practices that empower project professionals to navigate the tumultuous waters of project execution with skill and confidence.

Understanding Project Crises 

Understanding project crises involves recognizing the diverse array of unexpected challenges that can jeopardize project success. These crises can manifest in various forms, such as budget overruns, schedule delays, resource shortages, technical failures, or stakeholder conflicts. 

Common causes include inadequate risk assessment, scope creep, external market shifts, or unforeseen dependencies. When crises arise, they can disrupt project objectives, timelines , and stakeholder relationships, potentially leading to reputational damage and financial losses.

Divashree from  SAASY LINKS  states, “effective crisis management begins with a comprehensive understanding of these potential crises and their underlying causes. By identifying and assessing risks early in the project lifecycle, project managers can proactively develop strategies to mitigate their impact. This involves not only anticipating specific risks but also considering their potential interdependencies and cascading effects. “

Moreover, understanding project crises requires a proactive approach to social media monitoring and addressing emerging issues throughout the project lifecycle. In the event of a social media crisis , having a well-prepared response plan can mitigate potential damage to the project’s reputation.

Ultimately, by comprehensively understanding project crises, project teams can better prepare for and respond to unexpected challenges, minimizing their impact and maximizing the likelihood of project success.

Strategies for Preparing for Crises

Strategies for preparing for crises in project management involve proactive measures to identify, assess, and mitigate potential risks before they escalate into full-blown crises. This preparation is crucial for minimizing the impact of unexpected challenges on project objectives and ensuring swift and effective responses when crises occur. Free project management tools can also be helpful. 

Risk identification and assessment entail systematically identifying potential threats to the project’s success and evaluating their likelihood and potential impact. This process allows project managers to prioritize risks and allocate resources for mitigation efforts accordingly.

Contingency planning involves developing alternative courses of action to address potential crises, should they arise. This includes outlining specific steps to take and resources to deploy in response to different scenarios.

Establishing a crisis management team and communication plan ensures that there are clear roles and responsibilities assigned for managing crises, as well as established channels for communicating with stakeholders during times of uncertainty. Integrating email lookup tools can strengthen the team’s effectiveness in quickly accessing key contacts.

By implementing these strategies, project managers can enhance their project’s resilience and readiness to navigate unexpected challenges effectively. 

Immediate Response to Project Crises 

Immediate response to project crises is crucial for minimizing damage and restoring normalcy. As soon as a crisis emerges, the project team must swiftly activate the crisis management plan. 

This entails promptly notifying all relevant stakeholders and assembling the crisis management team to assess the situation. Clear lines of communication should be established to ensure timely dissemination of information and instructions.

Once the crisis management plan is activated, the team must swiftly assess the severity and scope of the crisis. This involves gathering relevant data, conducting impact analyses, and identifying potential risks and vulnerabilities. With a clear understanding of the situation, the team can then prioritize response actions and allocate resources effectively.

Throughout the immediate response phase, it’s essential to maintain transparency and keep stakeholders informed of developments and actions being taken. This fosters trust and confidence in the project team’s ability to manage the crisis effectively.

By implementing these immediate response strategies, project teams can mitigate the impact of crises and lay the groundwork for successful resolution and recovery.

Implementing Crisis Resolution Strategies 

Implementing crisis resolution strategies involves swift and decisive action to address the challenges at hand. Firstly, it requires deploying problem-solving techniques tailored to the specific crisis, whether it involves financial issues, resource constraints, or unforeseen technical hurdles. 

In such situations, consulting with a digital marketing expert can provide insights into maintaining public relations and upholding the project’s reputation.

This may entail brainstorming sessions, root cause analysis, or utilizing decision-making frameworks to identify and prioritize solutions effectively.

Resource allocation and mobilization are crucial aspects of crisis resolution, ensuring that the necessary personnel, expertise, and tools are readily available to mitigate the crisis’s impact. Project managers must assess resource needs, redistribute tasks as necessary, and possibly secure additional resources to address the crisis promptly.

Stakeholder management and engagement are also pivotal during crisis resolution. Open and transparent communication channels must be established to keep stakeholders informed about the situation, actions being taken, and potential impacts on the project. Engaging stakeholders in the resolution process fosters team collaboration , builds trust, and garners support, essential elements for successfully navigating through crises.

Ultimately, implementing crisis resolution strategies requires agility, collaboration, and effective decision-making, alongside robust PR strategies to restore project stability and progress towards successful outcomes. 

Post-Crisis Evaluation and Learning

Post-crisis evaluation and learning are critical aspects of crisis management in projects. Following the resolution of a crisis, it’s imperative to conduct a thorough assessment of the crisis response process to identify what worked well and areas for improvement. 

For example, if you’re in the field service management field, evaluate how quickly the crisis management plan was activated, whether or not field service technicians were able to continue their work, how many service requests were delayed or canceled, etc.

This evaluation involves analyzing the effectiveness of implemented strategies, assessing the impact on project objectives, timelines, and stakeholders, and identifying any gaps or shortcomings in the crisis management plan.

Moreover, the post-crisis phase provides an opportunity for organizational learning. It involves capturing lessons learned from the crisis experience , including both successes and failures, and integrating them into future project planning and execution. This may entail updating project processes, procedures, and risk management strategies to enhance the organization’s resilience to similar challenges in the future.

Additionally, post-crisis evaluation and learning foster a culture of continuous improvement within the project team and the organization as a whole. By reflecting on past experiences, identifying best practices, and implementing corrective actions, project teams can better prepare for and respond to future crises, ultimately improving project outcomes and stakeholder satisfaction.

Case Studies and Examples 

In the section on “Case Studies and Examples,” real-world instances of project crises and their management strategies will be explored to provide concrete illustrations of the concepts discussed. 

These case studies will delve into diverse industries such as construction, IT, healthcare , and more, showcasing a range of unexpected challenges that projects may encounter. Each case study will outline the specific crisis faced, including its causes, impact on project objectives, and stakeholder involvement.

Moreover, the section will highlight both successful and unsuccessful crisis management scenarios, offering valuable insights into the effectiveness of different strategies and approaches. By analyzing these examples, readers can glean practical lessons and best practices for handling crises in their own projects. 

Additionally, the case studies will serve to underscore the importance of proactive planning, swift action, and effective communication in mitigating the adverse effects of project crises. Overall, these real-world examples will enrich the understanding of crisis management strategies and inspire project managers to adopt resilient practices in their project endeavors.

In conclusion, effective crisis management is a cornerstone of successful project delivery, enabling teams to navigate unforeseen challenges with resilience and agility. 

By implementing proactive strategies such as risk identification, contingency planning, and clear communication protocols, project managers can minimize the impact of crises and maintain progress towards project objectives. 

The ability to respond swiftly and decisively during times of crisis is essential, requiring the activation of pre-established crisis management plans and the deployment of resources and expertise as needed. 

Moreover, post-crisis evaluation and learning play a crucial role in improving future project resilience, allowing teams to glean valuable insights and refine their approaches based on experience. 

Through case studies and examples, we see the transformative power of effective crisis management in mitigating risks, preserving stakeholder confidence, and ultimately ensuring project success. 

As projects continue to evolve in complexity and uncertainty, the importance of robust crisis management capabilities cannot be overstated. By embracing a proactive mindset and leveraging the lessons learned from past crises, project teams can navigate the unpredictable terrain of project management with confidence and composure.

Want to spread the word? Share on social

Get started with hive.

Test Hive out with a 2 week free trial.

Terms of Service

Privacy Policy

© 2015 – 2024 HIVE® GLOBAL INC.

• Onsite training

3,000,000+ delegates

15,000+ clients

1,000+ locations

• KnowledgePass
• Log a ticket

01344203999 Available 24/7

Best CISM Books That Are Worth Your Time

Embark on your journey to CISM certification with our top 10 must-read CISM books. This blog offers practical examples, insightful case studies, and hands-on exercises. Each CISM book equips you to excel in Information Security Management. Master the essentials and begin your journey to becoming a recognised expert. Your success story begins here!

Exclusive 40% OFF

Training Outcomes Within Your Budget!

We ensure quality, budget-alignment, and timely delivery by our expert instructors.

Share this Resource

• BCS CISMP (Certificate in Information Security Management Principles)
• Chief Information Security Officer Training
• CISSP Certification
• Information Systems Security Management Training

Are you on the journey to becoming a Certified Information Security Manager (CISM)? If so, you know that having the appropriate resources at your fingertip can make a huge difference. With so many options available, how do you choose the perfect CISM Book? Fear not, and we've curated the top 10 essential books for CISM Certification, offering comprehensive insights and strategies to master Information Security Management. 

What makes these books stand out? They offer practical examples, case studies, and Practical tasks for applying your knowledge in real-world scenarios. Are you ready to elevate your career and become a recognised expert in Information Security Management? Dive into our top picks and find the perfect CISM Book to guide your success.

Table of Contents

1) Top 9 CISM Books

   a) Complete Guide to CISM Certification

   b) Information Security Management Metrics

   c) Penetration Testing 

   d)  Malware Analyst's Cookbook and DVD 

   e) Network Security Policy: A Complete Guide 

   f) CISM All-in-One Exam Guide 

   g)  Essential CISM: Exam Guide

   h) Cryptography Theory and Practice

   i) CISM Certified Information Security Manager Practice Exams 

2) Conclusion

Top 9 CISM Books 

Explore the top 10 essential books for CISM Certification preparation, offering comprehensive insights and strategies for mastering Information Security Management. 

1) Complete Guide to CISM Certification 

The "Complete Guide to CISM Certification" is an excellent resource designed to prepare individuals for the Certified Information Security Manager exam. It covers essential topics such as Information Security governance, risk management, incident management, and program development and management. 

The book provides in-depth explanations, practical examples, and case studies to help readers understand and implement CISM concepts effectively. With a focus on industry best practices and exam preparation strategies, it aims to equip candidates with the knowledge and skills necessary to succeed in achieving CISM Certification.  

2) Information Security Management Metrics 

"Information Security Management Metrics" offers a detailed exploration of metrics used in assessing and managing Information Security. It covers various metrics frameworks, measurement methodologies, and the application of metrics in evaluating security controls and risk management effectiveness. 

The book provides insights into how metrics can support decision-making and improve overall security posture. It serves as an advantageous resource for security professionals looking to implement robust measurement practices and enhance their organisation's Information Security Management strategies. 

3) Penetration Testing 

"Penetration Testing" is a comprehensive guide that explores the practice of simulating cyber-attacks on computer systems, networks, and applications. This book covers various techniques and methodologies used by penetration testers to identify vulnerabilities and assess the security posture of an organisation. 

It includes hands-on exercises, real-world scenarios, and best practices for conducting effective penetration tests. By understanding and applying these methods, security professionals can strengthen their defences, mitigate risks, and enhance the overall security resilience of their systems and networks. 

4) Malware Analyst's Cookbook and DVD 

The "Malware Analyst's Cookbook and DVD" provides a comprehensive guide for analysing and understanding malware. It includes practical recipes and techniques for dissecting malicious software, covering topics such as dynamic and static analysis, malware behavioural analysis, and memory forensics. 

The accompanying DVD offers additional tools, datasets, and examples to aid in hands-on learning and experimentation. Aimed at security professionals and analysts, this book trains readers with the skills and knowledge needed to effectively identify, analyse, and respond to malware threats in diverse computing environments. 

Unlock advanced Cyber Security management techniques with our CISM Certified Information Security Manager Course – start your professional journey today!  

5) Network Security Policy: A Complete Guide 

"Network Security Policy: A Complete Guide" provides a comprehensive overview of creating, implementing, and managing network security policies. It covers essential topics such as policy development, risk assessment, access control, encryption, and monitoring. The book offers practical guidance on drafting effective policies tailored to organisational needs and regulatory requirements. 

It also discusses best practices for maintaining and updating policies to address evolving threats and technology trends. With case studies and examples, this guide equips security experts with the knowledge and tools necessary to establish robust network security frameworks and protect against cyber threats effectively. 

6) CISM All-in-One Exam Guide 

The "CISM All-in-One Exam Guide" provides a comprehensive resource for preparing for the Certified Information Security Manager exam. It covers all key domains required for the certification: Information Security governance, risk management, Information Security program development and management, and incident management. 

The book consists of detailed explanations, practice questions, and practical examples to reinforce understanding. It serves as a valuable study aid, equipping candidates with the knowledge and confidence needed to pass the CISM exam and excel in the field of Information Security Management. 

7) Essential CISM: Exam Guide

"Essential CISM: Updated for the 15th Edition CISM Review Manual" provides a focused and updated approach to preparing for the Certified Information Security Manager exam. This book covers key topics such as Information Security governance, risk management, incident management, and program development. 

It includes practical examples, case studies, and exam preparation strategies aligned with the latest CISM Review Manual. Designed for aspiring CISM professionals, it aims to enhance understanding of critical concepts and equip readers with the knowledge needed to succeed in obtaining CISM Certification. 

8) Cryptography Theory and Practice

"Cryptography Theory and Practice" provides a thorough exploration of cryptographic principles and their practical applications. This book covers foundational concepts such as encryption, decryption, key management, and cryptographic protocols. It delves into both classical and modern cryptographic algorithms, discussing their strengths, weaknesses, and real-world implementations.  

With a focus on both theoretical comprehension and practical application, the book equips readers with the knowledge and skills needed to design secure cryptographic solutions and protect sensitive information in various digital environments. 

Elevate your Information Security skills with our BCS CISMP (Certificate In Information Security Management Principles) Course - join now!  

9) CISM Certified Information Security Manager Practice Exams 

"CISM Certified Information Security Manager Practice Exams" is a preparatory resource designed to aid individuals studying for the Certified Information Security Manager Certification. This book offers a series of practice exams that simulate the structure and complexity of the actual CISM exam.  

Each exam is structured to test knowledge across the domains covered by CISM, including Information Security governance, risk management, incident management, and program development. By using this book, candidates can assess their identified areas for improvement, meet CISM requirements , and enhance their confidence in tackling the CISM Certification exam successfully. 

Join our CISM Training today and elevate your Cyber Security management skills instantly with expert guidance!  

Conclusion  

Embarking on your CISM Certification journey is a significant step. Our top 10 CISM Books offer practical examples, case studies, and exercises, ensuring you're well-prepared. Each CISM Book equips you with the essential knowledge to become a recognised Information Security Manager. Your journey to becoming a recognised Information Security Manager starts here! 

Join our CISMP Training today and elevate your Information Security Management skills to new heights! 

Frequently Asked Questions

CISSP and CISM serve different purposes. CISSP focuses on technical aspects of Information Security, ideal for those in hands-on roles. CISM emphasises management and governance, suitable for leadership positions. The decision depends on your professional goals and responsibilities. 

According to Payscale, the annual average pay for Certified Information Security Managers  in the United Kingdom is approximately £62,587 per year. 

The Knowledge Academy takes global learning to new heights, offering over 30,000 online courses across 490+ locations in 220 countries. This expansive reach ensures accessibility and convenience for learners worldwide. 

Alongside our diverse Online Course Catalogue, encompassing 17 major categories, we go the extra mile by providing a plethora of free educational Online Resources like News updates, Blogs , videos, webinars, and interview questions. Tailoring learning experiences further, professionals can maximise value with customisable Course Bundles of TKA .  

The Knowledge Academy’s Knowledge Pass , a prepaid voucher, adds another layer of flexibility, allowing course bookings over a 12-month period. Join us on a journey where education knows no bounds. 

The Knowledge Academy offers various CISM Training , including CISM Certified Information Security Manager. These courses cater to different skill levels, providing comprehensive insights into CISM . 

Our IT Security & Data Protection Blogs cover a range of topics related to CISM Certification, offering valuable resources, best practices, and industry insights. Whether you are a beginner or looking to advance your IT Security skills, The Knowledge Academy's diverse courses and informative blogs have got you covered. 

Upcoming IT Security & Data Protection Resources Batches & Dates

Mon 15th Jul 2024

Sat 3rd Aug 2024, Sun 4th Aug 2024

Mon 12th Aug 2024

Mon 9th Sep 2024

Mon 14th Oct 2024

Sat 9th Nov 2024, Sun 10th Nov 2024

Mon 11th Nov 2024

Mon 9th Dec 2024

Mon 6th Jan 2025

Mon 3rd Feb 2025

Mon 3rd Mar 2025

Mon 14th Apr 2025

Tue 6th May 2025

Mon 2nd Jun 2025

Mon 7th Jul 2025

Mon 4th Aug 2025

Mon 1st Sep 2025

Mon 6th Oct 2025

Mon 3rd Nov 2025

Mon 1st Dec 2025

Get A Quote

WHO WILL BE FUNDING THE COURSE?

My employer

By submitting your details you agree to be contacted in order to respond to your enquiry

• Business Analysis
• Lean Six Sigma Certification

Share this course

Our biggest spring sale.

We cannot process your enquiry without contacting you, please tick to confirm your consent to us for contacting you about your enquiry.

By submitting your details you agree to be contacted in order to respond to your enquiry.

We may not have the course you’re looking for. If you enquire or give us a call on 01344203999 and speak to our training experts, we may still be able to help with your training requirements.

Or select from our popular topics

• ITIL® Certification
• Scrum Certification
• Change Management Certification
• Business Analysis Courses
• Microsoft Azure Certification
• Microsoft Excel Courses
• Microsoft Project
• Explore more courses

Press esc to close

Fill out your  contact details  below and our training experts will be in touch.

Fill out your   contact details   below

Thank you for your enquiry!

One of our training experts will be in touch shortly to go over your training requirements.

Back to Course Information

Fill out your contact details below so we can get in touch with you regarding your training requirements.

* WHO WILL BE FUNDING THE COURSE?

Preferred Contact Method

No preference

Back to course information

Fill out your  training details  below

Fill out your training details below so we have a better idea of what your training requirements are.

HOW MANY DELEGATES NEED TRAINING?

HOW DO YOU WANT THE COURSE DELIVERED?

Online Instructor-led

Online Self-paced

WHEN WOULD YOU LIKE TO TAKE THIS COURSE?

Next 2 - 4 months

WHAT IS YOUR REASON FOR ENQUIRING?

Looking for some information

Looking for a discount

I want to book but have questions

One of our training experts will be in touch shortly to go overy your training requirements.

Your privacy & cookies!

Like many websites we use cookies. We care about your data and experience, so to give you the best possible experience using our site, we store a very limited amount of your data. Continuing to use this site or clicking “Accept & close” means that you agree to our use of cookies. Learn more about our privacy policy and cookie policy cookie policy .

We use cookies that are essential for our site to work. Please visit our cookie policy for more information. To accept all cookies click 'Accept & close'.

AI risk management is the process of systematically identifying, mitigating and addressing the potential risks associated with AI technologies. It involves a combination of tools, practices and principles, with a particular emphasis on deploying formal AI risk management frameworks.

Generally speaking, the goal of AI risk management is to minimize AI’s potential negative impacts while maximizing its benefits.

AI risk management and AI governance

AI risk management is part of the broader field of AI governance . AI governance refers to the guardrails that ensure AI tools and systems are safe and ethical and remain that way.

AI governance is a comprehensive discipline, while AI risk management is a process within that discipline. AI risk management focuses specifically on identifying and addressing vulnerabilities and threats to keep AI systems safe from harm. AI governance establishes the frameworks, rules and standards that direct AI research, development and application to ensure safety, fairness and respect for human rights.

Learn how IBM Consulting can help weave responsible AI governance into the fabric of your business.

Why risk management in AI systems matters

In recent years, the use of AI systems has surged across industries. McKinsey reports that 72% of organizations now use some form of artificial intelligence (AI), up 17% from 2023.

While organizations are chasing AI’s benefits—like innovation, efficiency and enhanced productivity—they do not always tackle its potential risks, such as privacy concerns, security threats and ethical and legal issues.

Leaders are well aware of this challenge. A recent IBM Institute for Business Value (IBM IBV) study found that 96% of leaders believe that adopting generative AI makes a security breach more likely. At the same time, the IBM IBV also found that only 24% of current generative AI projects are secured .

AI risk management can help close this gap and empower organizations to harness AI systems’ full potential without compromising AI ethics or security.

Understanding the risks associated with AI systems

Like other types of security risk, AI risk can be understood as a measure of how likely a potential AI-related threat is to affect an organization and how much damage that threat would do.

While each AI model and use case is different, the risks of AI generally fall into four buckets:

Model risks

Operational risks, ethical and legal risks.

If not managed correctly, these risks can expose AI systems and organizations to significant harm, including financial losses, reputational damage, regulatory penalties, erosion of public trust and data breaches .

AI systems rely on data sets that might be vulnerable to tampering, breaches, bias or cyberattacks . Organizations can mitigate these risks by protecting data integrity, security and availability throughout the entire AI lifecycle, from development to training and deployment.

 Common data risks include:

• Data security : Data security is one of the biggest and most critical challenges facing AI systems. Threat actors can cause serious problems for organizations by breaching the data sets that power AI technologies, including unauthorized access, data loss and compromised confidentiality.
• Data privacy : AI systems often handle sensitive personal data, which can be vulnerable to privacy breaches, leading to regulatory and legal issues for organizations.
• Data integrity: AI models are only as reliable as their training data. Distorted or biased data can lead to false positives, inaccurate outputs or poor decision-making.

Threat actors can target AI models for theft, reverse engineering or unauthorized manipulation. Attackers might compromise a model’s integrity by tampering with its architecture, weights or parameters, the core components determining an AI model’s behavior and performance.

Some of the most common model risks include:

• Adversarial attacks: These attacks manipulate input data to deceive AI systems into making incorrect predictions or classifications. For instance, attackers might generate adversarial examples that they feed to AI algorithms to purposefully interfere with decision-making or produce bias.
• Prompt injections : These attacks target large language models (LLMs). Hackers disguise malicious inputs as legitimate prompts, manipulating generative AI systems into leaking sensitive data, spreading misinformation or worse. Even basic prompt injections can make AI chatbots like ChatGPT ignore system guardrails and say things that they shouldn’t.
• Model interpretability: Complex AI models are often difficult to interpret, making it hard for users to understand how they reach their decisions. This lack of transparency can ultimately impede bias detection and accountability while eroding trust in AI systems and their providers.
• Supply chain attacks: Supply chain attacks occur when threat actors target AI systems at the supply chain level, including at their development, deployment or maintenance stages. For instance, attackers might exploit vulnerabilities in third-party components used in AI development, leading to data breaches or unauthorized access.

Though AI models can seem like magic, they are fundamentally products of sophisticated code and machine learning algorithms. Like all technologies, they are susceptible to operational risks. Left unaddressed, these risks can lead to system failures and security vulnerabilities that threat actors can exploit. 

Some of the most common operational risks include:

• Drift or decay: AI models can experience model drift , a process where changes in data or the relationships between data points can lead to degraded performance. For example, a fraud detection model might become less accurate over time and let fraudulent transactions slip through the cracks.
• Sustainability issues: AI systems are new and complex technologies that require proper scaling and support. Neglecting sustainability can lead to challenges in maintaining and updating these systems, causing inconsistent performance and increased operating costs and energy consumption.
• Integration challenges: Integrating AI systems with existing IT infrastructure can be complex and resource-intensive. Organizations often encounter issues with compatibility, data silos and system interoperability. Introducing AI systems can also create new vulnerabilities by expanding the attack surface for cyberthreats . 
• Lack of accountability: With AI systems being relatively new technologies, many organizations don’t have the proper corporate governance structures in place. The result is that AI systems often lack oversight. McKinsey found that just 18 percent of organizations have a council or board with the authority to make decisions about responsible AI governance.

If organizations don’t prioritize safety and ethics when developing and deploying AI systems, they risk committing privacy violations and producing biased outcomes. For instance, biased training data used for hiring decisions might reinforce gender or racial stereotypes and create AI models that favor certain demographic groups over others.

 Common ethical and legal risks include:

• Lack of transparency: Organizations that fail to be transparent and accountable with their AI systems risk losing public trust.
• Failure to comply with regulatory requirements: Noncompliance with government regulations such as the GDPR or sector-specific guidelines can lead to steep fines and legal penalties.
• Algorithmic biases: AI algorithms can inherit biases from training data, leading to potentially discriminatory outcomes such as biased hiring decisions and unequal access to financial services.
• Ethical dilemmas : AI decisions can raise ethical concerns related to privacy, autonomy and human rights. Mishandling these dilemmas can harm an organization’s reputation and erode public trust.
• Lack of explainability: Explainability in AI refers to the ability to understand and justify decisions made by AI systems. Lack of explainability can hinder trust and lead to legal scrutiny and reputational damage. For example, an organization’s CEO not knowing where their LLM gets its training data can result in bad press or regulatory investigations.

AI risk management frameworks 

Many organizations address AI risks by adopting AI risk management frameworks, which are sets of guidelines and practices for managing risks across the entire AI lifecycle.

One can also think of these guidelines as playbooks that outline policies, procedures, roles and responsibilities regarding an organization’s use of AI. AI risk management frameworks help organizations develop, deploy and maintain AI systems in a way that minimizes risks, upholds ethical standards and achieves ongoing regulatory compliance.

Some of the most commonly used AI risk management frameworks include:

• The NIST AI Risk Management Framework
• The EU AI ACT

ISO/IEC standards

The us executive order on ai, the nist ai risk management framework (ai rmf) .

In January 2023, the National Institute of Standards and Technology (NIST) published the AI Risk Management Framework (AI RMF) to provide a structured approach to managing AI risks. The NIST AI RMF has since become a benchmark for AI risk management.

The AI RMF’s primary goal is to help organizations design, develop, deploy and use AI systems in a way that effectively manages risks and promotes trustworthy, responsible AI practices.

Developed in collaboration with the public and private sectors, the AI RMF is entirely voluntary and applicable across any company, industry or geography.

The framework is divided into two parts. Part 1 offers an overview of the risks and characteristics of trustworthy AI systems. Part 2, the AI RMF Core, outlines four functions to help organizations address AI system risks:

• Govern: Creating an organizational culture of AI risk management
• Map: Framing AI risks in specific business contexts
• Measure: Analyzing and assessing AI risks
• Manage: Addressing mapped and measured risks

The EU Artificial Intelligence Act (EU AI Act) is a law that governs the development and use of artificial intelligence in the European Union (EU). The act takes a risk-based approach to regulation, applying different rules to AI systems according to the threats they pose to human health, safety and rights. The act also creates rules for designing, training and deploying general-purpose artificial intelligence models, such as the  foundation models  that power ChatGPT and Google Gemini.

The International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC) have developed standards that address various aspects of AI risk management.

ISO/IEC standards emphasize the importance of transparency, accountability and ethical considerations in AI risk management. They also provide actionable guidelines for managing AI risks across the AI lifecycle, from design and development to deployment and operation.

In late 2023, the Biden administration issued an executive order on ensuring AI safety and security. While not technically a risk management framework, this comprehensive directive does provide guidelines for establishing new standards to manage the risks of AI technology.

The executive order highlights several key concerns, including the promotion of trustworthy AI that is transparent, explainable and accountable. In many ways, the executive order helped set a precedent for the private sector, signaling the importance of comprehensive AI risk management practices.

How AI risk management helps organizations

While the AI risk management process necessarily varies from organization to organization, AI risk management practices can provide some common core benefits when implemented successfully.

Enhanced security

AI risk management can enhance an organization’s cybersecurity posture and use of AI security .

By conducting regular risk assessments and audits, organizations can identify potential risks and vulnerabilities throughout the AI lifecycle.

Following these assessments, they can implement mitigation strategies to reduce or eliminate the identified risks. This process might involve technical measures, such as enhancing data security and improving model robustness. The process might also involve organizational adjustments, such as developing ethical guidelines and strengthening access controls.

Taking this more proactive approach to threat detection and response can help organizations mitigate risks before they escalate, reducing the likelihood of data breaches and the potential impact of cyberattacks.

Improved decision-making

AI risk management can also help improve an organization’s overall decision-making.

By using a mix of qualitative and quantitative analyses, including statistical methods and expert opinions, organizations can gain a clear understanding of their potential risks. This full-picture view helps organizations prioritize high-risk threats and make more informed decisions around AI deployment, balancing the desire for innovation with the need for risk mitigation.  

Regulatory compliance

An increasing global focus on protecting sensitive data has spurred the creation of major regulatory requirements and industry standards, including the  General Data Protection Regulation (GDPR) , the  California Consumer Privacy Act (CCPA)  and the EU AI Act.

Noncompliance with these laws can result in hefty fines and significant legal penalties. AI risk management can help organizations achieve compliance and remain in good standing, especially as regulations surrounding AI evolve almost as quickly as the technology itself.

Operational resilience

AI risk management helps organizations minimize disruption and ensure business continuity by enabling them to address potential risks with AI systems in real time. AI risk management can also encourage greater accountability and long-term sustainability by enabling organizations to establish clear management practices and methodologies for AI use. 

Increased trust and transparency

AI risk management encourages a more ethical approach to AI systems by prioritizing trust and transparency.

Most AI risk management processes involve a wide range of stakeholders, including executives, AI developers, data scientists, users, policymakers and even ethicists. This inclusive approach helps ensure that AI systems are developed and used responsibly, with every stakeholder in mind. 

Ongoing testing, validation and monitoring

By conducting regular tests and monitoring processes, organizations can better track an AI system’s performance and detect emerging threats sooner. This monitoring helps organizations maintain ongoing regulatory compliance and remediate AI risks earlier, reducing the potential impact of threats. 

Making AI risk management an enterprise priority

For all of their potential to streamline and optimize how work gets done, AI technologies are not without risk. Nearly every piece of enterprise IT can become a weapon in the wrong hands.

Organizations don’t need to avoid generative AI. They simply need to treat it like any other technology tool. That means understanding the risks and taking proactive steps to minimize the chance of a successful attack.

With IBM® watsonx.governance™, organizations can easily direct, manage and monitor AI activities in one integrated platform. IBM watsonx.governance can govern generative AI models from any vendor, evaluate model health and accuracy and automate key compliance workflows.

More from Security

Top 7 risks to your identity security posture.

5 min read - Detecting and remediating identity misconfigurations and blind spots is critical to an organization’s identity security posture especially as identity has become the new perimeter and a key pillar of an identity fabric. Let’s explore what identity blind spots and misconfigurations are, detail why finding them is essential, and lay out the top seven to avoid. What are the most critical risks to identity security? Identity misconfigurations and identity blind spots stand out as critical concerns that undermine an organization’s identity…

Intesa Sanpaolo and IBM secure digital transactions with fully homomorphic encryption

6 min read - This blog was made possible thanks to contributions from Nicola Bertoli, Sandra Grazia Tedesco, Alessio Di Michelangeli, Omri Soceanu, Akram Bitar, Allon Adir, Salvatore Sollami and Liam Chambers. Intesa Sanpaolo is one of the most trusted and profitable European banks. It offers commercial banking, corporate investment banking, asset management and insurance services. It is the leading bank in Italy with approximately 12 million customers served through its digital and traditional channels. The Cybersecurity Lab of Intesa Sanpaolo (ISP) needed to…

Data protection strategy: Key components and best practices

8 min read - Virtually every organization recognizes the power of data to enhance customer and employee experiences and drive better business decisions. Yet, as data becomes more valuable, it's also becoming harder to protect. Companies continue to create more attack surfaces with hybrid models, scattering critical data across cloud, third-party and on-premises locations, while threat actors constantly devise new and creative ways to exploit vulnerabilities. In response, many organizations are focusing more on data protection, only to find a lack of formal guidelines and…

IBM Newsletters

Estimating Risk Factor Time Paths Among People with Type 2 Diabetes and QALY Gains from Risk Factor Management

• Original Research Article
• Open access
• Published: 26 June 2024

Cite this article

You have full access to this open access article

• Ni Gao   ORCID: orcid.org/0000-0003-2099-0112 1 , 2 ,
• Helen A. Dakin   ORCID: orcid.org/0000-0003-3255-748X 1 ,
• Rury R. Holman   ORCID: orcid.org/0000-0002-1256-874X 3 ,
• Lee-Ling Lim   ORCID: orcid.org/0000-0002-6214-6924 4 , 5 , 6 ,
• José Leal 1   na1 &
• Philip Clarke 1   na1  

Most type 2 diabetes simulation models utilise equations mapping out lifetime trajectories of risk factors [e.g. glycated haemoglobin (HbA 1c )]. Existing equations, using historic data or assuming constant risk factors, frequently underestimate or overestimate complication rates. Updated risk factor time path equations are needed for simulation models to more accurately predict complication rates.

(1) Update United Kingdom Prospective Diabetes Study Outcomes Model (UKPDS-OM2) risk factor time path equations; (2) compare quality-adjusted life-years (QALYs) using original and updated equations; and (3) compare QALY gains for reference case simulations using different risk factor equations.

Using pooled contemporary data from two randomised trials EXSCEL and TECOS ( n = 28,608), we estimated: dynamic panel models of seven continuous risk factors (high-density lipoprotein cholesterol, low density lipoprotein cholesterol, HbA 1c , haemoglobin, heart rate, blood pressure and body mass index); two-step models of estimated glomerular filtration rate; and survival analyses of peripheral arterial disease, atrial fibrillation and albuminuria. UKPDS-OM2-derived lifetime QALYs were extrapolated over 70 years using historical and the new risk factor equations.

All new risk factor equation predictions were within 95% confidence intervals of observed values, displaying good agreement between observed and estimated values. Historical risk factor time path equations predicted trial participants would accrue 9.84 QALYs, increasing to 10.98 QALYs using contemporary equations.

Incorporating updated risk factor time path equations into diabetes simulation models could give more accurate predictions of long-term health, costs, QALYs and cost-effectiveness estimates, as well as a more precise understanding of the impact of diabetes on patients’ health, expenditure and quality of life.

Trial Registration

ClinicalTrials.gov NCT01144338 and NCT00790205

Avoid common mistakes on your manuscript.

1 Introduction

Health economic computer simulation models are now widely used to project health outcomes and costs among individuals with type 2 diabetes and to inform the cost-effectiveness of novel interventions [ 1 ]. Such models are used to predict a variety of diabetes-related complications and death to estimate outcomes, such as quality-adjusted life years (QALYs), life expectancy and lifetime costs [ 2 ]. One of the most widely used diabetes simulation models is the United Kingdom Prospective Diabetes Study Outcomes Model (UKPDS-OM) [ 3 ]. UKPDS-OM is a multi-application model that has been used in a wide variety of applications, including cost-effectiveness analyses [ 4 , 5 , 6 ] and prediction of life expectancy [ 7 , 8 ], as well as informing diabetes guidelines of health technology assessment organisations, such as NICE [ 9 ]. In a recent Mount Hood Diabetes Challenge, 10 of 12 health economic diabetes simulation models used UKPDS-OM risk equations [ 10 ].

Most diabetes simulation models comprise two main components: (1) event risk equations predicting death and diabetes-related complications, such as myocardial infarction and stroke, conditional on risk factor values and history of complications and (2) trajectories of risk factors [e.g. glycated haemoglobin (HbA 1c ), blood pressure] over the simulation period. Risk factor time path equations have been developed [ 11 , 12 , 13 ] that allow risk factor trajectories to be projected over a lifetime, which enables treatment effects on risk factors to be translated into differences in mortality and complications [ 3 , 12 ]. By contrast, assuming constant risk factors or a constant annual increment or decrement throughout the whole simulation period is likely to underestimate complication rates [ 11 ].

Time path equations have been estimated for 13 clinical risk factors using data from the UKPDS trial collected between 1977 and 2002 [ 14 ]. While such equations provide useful historical information, there have been important changes in both the types of therapies available for treating type 2 diabetes [ 15 ] and patterns of clinical prescribing [ 16 , 17 ]. Therefore, there is a need to re-estimate risk factor time path equations using more contemporary data that can be used to evaluate new therapies and technologies and inform decisions about regulatory approval and health technology assessment. These time paths are intended to extrapolate risk factors after the initial impact of the treatments being compared in the analysis; the time paths may include the effect of concomitant medications.

We used patient-level information from two large contemporary multinational randomised trials to develop new risk factor time path equations compatible with the UKPDS-OM2 and other diabetes models. Our study comprises four discrete steps: (1) estimating new time path equations to predict risk factors over time, (2) internally validating risk factor time path equations, (3) comparing the predictions of new models with the published equations [ 11 ] to quantify the QALY gains from improvements in risk factor control that have occurred over the last two decades and (4) updating diabetes model reference case simulations [ 2 ] to assess how incorporating these new risk-factor path equations will affect predicted outcomes for a variety of hypothetical interventions.

2.1 EXSCEL and TECOS Data

We pooled data from two randomised, placebo-controlled clinical cardiovascular outcome trials in people with type 2 diabetes: (1) the Exenatide Study of Cardiovascular Event Lowering [ 18 , 19 ] (EXSCEL ClinicalTrials.gov NCT01144338), with 14,752 participants conducted between 2010 and 2017, and (2) the Trial Evaluating Cardiovascular Outcomes With Sitagliptin [ 20 ] (TECOS ClinicalTrials.gov, NCT00790205), with 14,671 participants conducted between 2009 and 2014. Both trials were pragmatic and allowed any concomitant medications (other than the drug class under investigation) to be used at the discretion of the usual care physician (see Supplementary Material Tables A1–A2 for a comparison between these trials).

Data from both arms of the two trials were combined to maximise generalisability and use all available data. Risk factor measurements performed < 6 months after starting randomised treatment were excluded from the analysis to exclude the initial effect of treatment. Within analyses for each risk factor, we excluded: (1) participants who did not provide any information on that risk factor at randomisation, (2) those who had information on that risk factor at the randomisation visit but not at follow-up visits, (3) those who withdrew from the study on the day of their randomisation visit and (4) and those who had missing data on ethnicity.

2.2 Risk Factors

Our study focused on 11 risk factors: high-density lipoprotein cholesterol (HDL-C), low-density lipoprotein cholesterol (LDL-C), systolic blood pressure (SBP), HbA 1c , heart rate, haemoglobin, body mass index (BMI), estimated glomerular filter rate (eGFR) and whether the patient had been diagnosed with peripheral vascular disease (PVD), atrial fibrillation (AF) or micro- or macroalbuminuria (ALB). Neither trial measured white blood cell count or post-randomisation smoking status, which are included in the UKPDS-OM2 [ 3 ].

Risk factors were analysed on a yearly basis, taking the average across the measurements in that year was used. Values outside predefined ranges [ 21 ] were omitted from the analysis.

2.2.1 Equations for Continuous Risk Factors

We applied linear dynamic model to estimate the time paths for HDL-C, LDL-C, HbA 1c , haemoglobin, heart rate, SBP and BMI. Linear dynamic model in this study refers to the inclusion of the value of the risk factors in the previous period to capture the dynamic feature that previous values of risk factors affect current ones [ 11 ]. We used this model with random effects because it gave good predictions of risk factor values [within 95% confidence interval (CI) of observed values]. Footnote 1

The risk factor value for individual i in year t ( \({y}_{it}\) ) was:

where \({y}_{i,t-1}\) was the previous year’s risk factor value, \({y}_{\text{i},0}\) was the first post-randomisation risk factor value and captured effect of the initial risk factors values on the subsequent time-path [ 11 ]; \({\text{ethnic}}_{ij}\) was a series of dummy variables, with ‘1’ indicating white, Black or Asian (oriental, Indian or other) and a baseline category of ‘other’ (Hispanic, Australian Aboriginal, Maori, Native Hawaiian, Pacific Islander, American Indian or Alaska Native), and age was age at randomisation. The natural log of \({\text{duration of diabetes}}_{it}\) was used as this was previously found to improve model fit [ 11 ]. The model included random effects by patient ( \({\mu }_{i}\) ), reflecting unobserved time-invariant characteristics, and an error component ( \({\epsilon }_{it}\) ).

2.2.2 Risk-Factor Equations for PVD, AF, ALB and eGFR

We applied multivariable parametric proportional hazard survival models to estimate the risk of developing PVD, AF, ALB and progressing to eGFR < 60 ml/min/1.73 m 2 . The underlying assumption is that once an individual progresses to one of these health states they can never leave. Several of the equations predicting diabetic events in UKPDS-OM2 incorporate eGFR as a spline variable with a knot at 60 ml/min/1.73 m 2 . Hence, to ensure robust predictions, the eGFR predictions must accurately represent not only the time paths of eGFR values but also the proportion of the population below the knot value (60 ml/min/1.73 m 2 ).

We therefore modelled eGFR time paths with a two-part model, predicting whether eGFR was < 60 ml/min/1.73 m 2 this year and then the exact eGFR value, conditional on covariates that included last year’s values. Monte Carlo simulation was used to convert probability predictions for individual patients into binary events (Supplementary Material 2). To predict a continuous eGFR value conditional on the eGFR < 60 ml/min/1.73 m 2 prediction, we used two additional multivariable random effects Tobit autoregressive models of order one for eGFR values above or below 60. In the two separate Tobit models, we included the same covariates as the other continuous risk factors, and an upper limit of 60 ml/min/1.73 m 2 , a lower limit of 0 for eGFR <60 ml/min/1.73 m 2 and a lower limit of 60 for eGFR ≥ 60 ml/min/1.73 m 2 . This two-step approach to predicting eGFR values has previously been shown to give the most accurate predictions of eGFR and events within UKPDS-OM2 [ 11 ].

For PVD, AF, ALB and the binary variable indicating eGFR < 60 ml/min/1.73 m 2 (and ‘0’ otherwise), the parametric form (Weibull, exponential and Gompertz) was examined graphically and model choice was based on AIC. For all four outcomes, we selected a Weibull distribution. The proportional hazards assumption was tested by plotting Schoenfeld residuals and Cox–Snell semi-log graphs [ 22 ].

2.3 Selection of Predictors

For all risk factor equations, we selected predictors based on two criteria: (1) as suggested by previous evidence [ 23 ], parsimonious models with fewer predictors were preferred over models with more predictors and (2) a good agreement between observed and predicted risk factor values (predicted values should be within 95% CI of observed values).

For the continuous risk equations, we included all covariates shown in Eq. 1 regardless of their statistical significance if they were shown to improve agreement between observed and predicted risk factor values. This ensured a parsimonious model informed by the covariates most likely to be available to other users.

For eGFR and the equations estimating time to PVD, AF and ALB, we followed the same approach as in the UKPDS-OM2 and Leal et al. [ 11 ]. The set of candidate covariates was initially informed by literature and expert opinion and included time-invariant factors (sex, age at diagnosis, ethnicity and smoking at baseline) and time varying clinical risk factors (SBP, HbA1c, BMI, HDL, heart rate and LDL). The multivariable models were initially fitted with all covariates; backwards stepwise regression at P < 0.05 was then used to select the significant covariates in the final models.

We explicitly excluded trial treatment allocation as a covariate in all risk equation models because the time path equations are intended to be applied to risk factor values from any diabetes dataset and any treatment. In sensitivity analysis, we re-estimated separate equations for each trial (TECOS and EXSCEL) and evaluated the impact of treatment allocation.

2.3.1 Mapping Out Risk Factor Trajectories

For all risk factors, predicted and observed time paths were plotted for the combined datasets to assess prediction accuracy and internal validity. We considered time paths to have good prediction accuracy if the predicted values lay within the 95% CI of observed values. Duration of diabetes was used as the time scale rather than time from randomisation, which allowed combining data on patients with different durations of diabetes together (similar to period life tables). For PVD, AF and ALB, we assessed calibration by plotting the observed cumulative incidence using the Kaplan–Meier estimator and comparing it with the predicted risk [ 24 ].

2.4 QALY Gains Using Current and Previous Risk Equations

To estimate the health gains from improvements in risk factor management, pre-randomisation data for the placebo arms from both trials were extrapolated to 70 years using UKPDS-OM2. This analysis only included patients with non-missing data for all risk factors at both baseline and year 1 ( n = 2579). Using coefficients estimated from Eq. ( 1 ), we first calculated values of risk factors in year 1 from pre-randomisation values and then simulated values from year 2 onwards. The same data were extrapolated using the time paths estimated by Leal et al. [ 11 ] and the difference in QALYs between the two simulations was estimated.

A bespoke version of UKPDS-OM2 was used which enabled the coefficients for binary risk factors to be modified. Baseline white blood cell count was imputed using a published algorithm [ 21 ]. Baseline data on smoking and white blood cell counts were extrapolated using the equations estimated by Leal et al. [ 11 ] in both scenarios, since these were not re-estimated in the current study. Default values for utilities and other parameters were used within these analyses and we ran 100,000 loops and no bootstraps (see Supplementary Material 3 for further details).

2.5 Reference Simulation

Following recommendations of the Mount Hood Diabetes Challenge Network, we replicated the reference case simulations for the UKPDS-OM2 that were registered on the Mount Hood website ( https://www.mthooddiabeteschallenge.com/registry ) [ 25 ]. The registry includes a set of reference simulations that are intended to enable comparisons of models and increase model transparency [ 2 ].

The registry simulations were replicated using last observation carried forward (LOCF), trajectories estimated by Leal et al. [ 11 ] and those from Tables 1−2. Supplementary Material 4 gives further details.

Except where otherwise stated, all analyses were conducted using Stata version 17 (StataCorp, College Station, TX).

In total, 28,608 participants (14,551 from EXSCEL and 14,057 from TECOS) were eligible for analysis. The average participant was 64 years old at randomisation and had lived with diabetes for around 16 years. The number of observations (person-years) that were available for analysis ranged from 41,928 (haemoglobin) to 94,068 (AF; Supplementary Material Tables A2–A3).

3.2 Estimation of Risk Factor Time Path Equations

For continuous risk factors, both 1 year lagged risk factors and first recorded post-randomisation risk factor values had significant and positive effects on current values of risk factors in all risk equations ( P < 0.01; Table 1 ). Older participants had significantly higher values of HDL-C and SBP, and lower values of LDL-C, HbA 1c , haemoglobin, heart rate and BMI. Women had significantly higher values for all risk factors except haemoglobin, holding all else constant. Patients with higher first recorded values and lagged values of eGFR were less likely to develop eGFR < 60 ml/min/1.73 m 2 (Table 2 ). SBP and duration of diabetes were significant and negatively correlated with eGFR in Tobit models.

Older patients were more likely to be diagnosed with AF, ALB and PVD, while women were less likely to be diagnosed with AF and ALB (Table 2 ). The probability of being diagnosed with AF was significantly affected by smoking, black or white ethnicity and 1 year lagged values of BMI. The probability of being diagnosed with ALB was significantly affected by white ethnicity, lagged values of BMI, SBP and HbA 1c . The probability of being diagnosed with PVD was significantly affected by smoking at baseline and HbA 1c . For users interested in trial-specific risk factor trajectories, we report separate equations for each trial in the supplementary materials (Tables A5–A6). Finally, Supplemental Material 2 describes how the equations are to be used to predict risk factor progression.

3.3 Internal and Cross Validation of Risk Factor Time Path Equations

The predicted values of continuous risk factors were within the 95% CIs of the observed values for each risk factor (Fig. 1 ), suggesting a good agreement between observed and modelled risk factors. HDL-C and HbA 1c increased slightly with duration of diabetes whilst SBP and BMI were relatively stable. LDL-C, haemoglobin and heart rate showed downward trends.

Observed values with 95% confidence intervals (grey area) and simulated time paths for continuous risk factors estimated in the current study (red line) and by Leal et al. [ 11 ] (blue line). Each patient was followed for up to 6 years, and patients are combined to plot risk factors by diabetes duration. BMI, body mass index; eGFR, estimated glomerular filtration rate; HbA 1c , glycated haemoglobin; HDL-C, high-density lipoprotein cholesterol; LDL-C, low-density lipoprotein cholesterol; SBP, systolic blood pressure

The coefficients estimated on the pooled dataset (Table 1 ) perform well for both TECOS and EXSCEL for all risk factors, except HbA 1c (Supplementary Materials Fig. A1). Time paths of predicted and observed risk factor values were further compared by quintiles based on the first observed risk factors value (Supplementary Materials Fig. A2 and Supplementary Materials Table A4). In general, predicted risk factor values were within 95% CIs of observed values in each quintile.

Predicted time paths of risk factors using coefficients from Leal et al. [ 11 ] were compared graphically with those from the current study (Fig. 1 ). Except for BMI and haemoglobin, time paths using previous risk equations showed poor agreement with observed risk factor time paths. The predicted cumulative incidence of AF, ALB and PVD was consistent with observed events: both among the full sample, and the EXSCEL and TECOS samples separately (Fig. 2 ). Cross-validation suggested that for the models of LDL, HDL, SBP, haemoglobin, heart rate and BMI predictions based on coefficients estimated on the EXSCEL trial lie within the 95% CI of observed outcomes for TECOS patients (vice versa; Supplementary Materials Fig. A4 ). However, for HbA1c, values predicted based on the other study lay outside the 95% CI, with EXSCEL coefficients predicting HbA1c values to be 0.1% higher than those from TECOS. Sensitivity analyses suggested that exenatide may affect SBP and heart rate trajectories while sitagliptin may affect HbA1c trajectories (Supplementary Materials 5).

Kaplan–Meier estimates of observed (blue line) and simulated* (red line) cumulative failure of AF, ALB and PVD. Observed 95% confidence intervals (Cis) are represented using grey lines. Each patient was followed for up to 6 years, and patients were combined to plot risk factors by diabetes duration. Cumulative incidence is 1 minus Kaplan–Meier. AF, whether the patient has been diagnosed with atrial fibrillation; ALB, whether the patient has been diagnosed with micro- or macro-albuminuria; EXSCEL, Exenatide Study of Cardiovascular Event Lowering; PVD, peripheral vascular disease; TECOS, Trial Evaluating Cardiovascular Outcomes With Sitagliptin

3.4 QALY Gains Using Updated Risk Equations and Previous Ones

UKPDS-OM2 was used to simulate QALYs over 70 years using both the risk factor trajectories equations in the current study and those of Leal et al. [ 11 ]. On average, the cohort was predicted to accrue 9.84 (standard deviation 4.64) QALYs using risk factor equations estimated on the UKPDS sample [ 11 ], compared with 10.98 (standard deviation 5.14) QALYs using the risk factor equations estimated in the current paper (Fig. 3 ). This equates to a gain of 1.13 (95% CI 0.90–1.36) QALYs per patient (12%; P < 0.001 in paired t test).

Mean QALY gains per year using current and previous risk equations for the 2563 patients randomised to placebo who had complete data on all risk factors at randomisation and in the first-year post-randomisation. The graph plots the difference in QALYs using updated risk equations and previous ones by Leal et al. [ 11 ] at each time point. QALY, quality-adjusted life-year.

3.5 Mount Hood Reference Case Simulations

With LOCF, the model used in our simulation produced results for this reference simulation that were identical to those reported in the Mount Hood registry on 5 October 2018 [ 25 ] other than Monte Carlo error. Compared with LOCF, applying risk factor trajectories reduced the QALYs accrued by all reference patients and increased the QALYs gains from reducing HbA 1c , blood pressure, LDL-C and BMI by the fixed increments specified for the reference case simulation [ 25 ] (Table A10, Fig. 4 ). The QALYs gains were smaller for the risk factor trajectories estimated in the current study than the trajectories estimated by Leal et al. [ 11 ]: reducing men’s HbA 1c , blood pressure, LDL-C and BMI together gained 0.75 QALYs with trajectories from Leal et al. [ 11 ] and 0.50 QALYs with trajectories from the current study and 0.51 QALYs using LOCF.

Results of the Mount Hood reference case simulation for: UKPDS-OM version 2.0 assuming: last observation carried forward (LOCF), UKPDS-OM version 2.2 using updated risk factor trajectories estimated in the current paper, UKPDS-OM version 2.2 using risk factor trajectories estimated by Leal et al. [ 11 ] and UKPDS-OM version 2.2 assuming LOCF. This shows the difference in QALYs between the hypothetical ‘combined’ intervention (simultaneously reducing HbA 1c by 0.5%, systolic blood pressure by 10 mmHg, low-density lipoprotein by 0.5 mmol/l and body mass index by one unit) compared with control, for the Mount Hood registry reference patients [ 25 ]. HbA1c glycated haemoglobin; LOCF, last observation carried forward; QALY, quality-adjusted life-year; UKPDS-OM, United Kingdom Prospective Diabetes Study Outcomes Model

4 Discussion

We estimated a set of contemporary risk factor time path equations for type 2 diabetes. These equations were derived from two large clinical trials covering 48 countries with > 80,000 person-years of follow-up. We show the equations and predictions to be clinically plausible and internally valid within and between the trials. Furthermore, we show gains of 1.13 QALYs associated with improvements in risk factor trajectories relative to the UKDPS time period.

The equations have been estimated so that they can be integrated into the UKPDS-OM2 and other diabetes simulation models, to facilitate predictions of diabetes-related complications and death consistent with contemporary diabetes populations. Internal validation of the updated equations gave much better predictions than those estimated on historical UKPDS data [ 11 ]. In particular, the older equations predicted markedly higher HbA1c levels than the observed values or new equations. However, the older models continued to give reasonable predictions for BMI and haemoglobin, which may suggest that these risk factor time paths have improved less over time than for other risk factors. Earlier studies omitted important risk factors (e.g. eGFR) and more recent trends in metabolic control [ 13 ]. With our multinational data, we also estimated coefficients for more ethnic groups than previous studies [ 11 ]. Simple risk factor equations mean that the covariates within our models are likely to be available in other datasets.

Although the equations are relatively parsimonious, they showed good fit within the two trials. Between-trial cross-validity was good for LDL, HDL, SBP, haemoglobin, heart rate and BMI, suggesting that the coefficients estimated on the pooled dataset are most informative. For HbA 1c , the observed trajectory differed between EXSCEL and TECOS and cross-validity was not as good. This is likely the result of differences between trial protocols: the TECOS trial was designed to optimise the likelihood of achieving glycaemic equipoise [ 26 ], whereas in EXSCEL, this was not a requirement [ 19 ]. Hence, we also provide trial-specific equations for those interested in replicating the trajectories observed in a given trial or a clinical setting.

These equations can inform economic evaluations of diabetes management strategies, which will improve risk stratification for guiding healthcare resource allocation and targeting treatment approaches. Current health economic diabetes simulation models typically capture treatment effects via changes in ≥ 1 risk factor. For example, the effect of glucose-lowering drugs is usually simulated through changes in HbA 1c relative to the trajectory observed in usual care. To remove any changes in risk factor values related to study interventions or study participation, we excluded data on the first 6 months of the trial when estimating our models and focused on estimating subsequent trajectories. We also controlled for lagged values of risk factors and demographic factors such as sex, age and ethnicity. Decision modellers are encouraged to use their own data on treatment effect in the first year and then use our estimated models afterwards (Supplementary Material 2). Our risk factor time path equations are intended to simulate background time-paths that could be applied to patients on any stable treatment. The time paths reflect the natural history of risk factors and contemporary patterns of disease management and concomitant medication. Most risk factors were not affected by treatment allocation; treatment-specific models are presented for those that may be sensitive (Supplementary Materials, Table A11).

Although models, such as UKPDS-OM2, have performed reasonably well on external validation, they appear to overestimate mortality and myocardial infarction rates [ 21 ]. Updating risk factor time paths may go some way to improving the prediction accuracy of diabetes simulation models, further research may also be needed to update event equations.

The reference case simulations highlight the impact of time path equations on decision-making in diabetes. Our contemporary time-paths increased incremental QALYs by 10–20% compared with the previous reference simulation, which assumed LOCF but decreased incremental QALYs compared with historic risk factor trajectories [ 11 ]. These QALY gains exclude the impact of changes in smoking cessation rates. Although we estimated these QALY gains using a common patient sample and used similar methods to Leal et al. [ 11 ], it is possible that part of the difference in trajectories could be attributable to differences in methodology or inclusion criteria. The QALY gains reinforce the importance of using contemporary risk factor time path equations in economic evaluation that are relevant to the target diabetes population. Furthermore, as the standards of diabetes care are likely to continue to improve, there is a strong case for updating the equations periodically to reflect changes in clinical practice. While we found that region dummies worsened prediction accuracy, future research should further explore variation in these time-path equations in different settings, populations and regions. Estimating future equations using a similar approach to that adopted here would facilitate comparison across different estimates and allow easy integration into existing diabetes simulation models that are based on the UKPDS-OM2 structure.

Our analysis has a number of limitations. First, the trials used provided only 6 years’ follow-up; however, the wide variation in diabetes duration at baseline allowed us to estimate risk factor trajectories over 40 years after diagnosis. Second, the trajectories described by these equations represent the outcome of a mixture of treatments and natural history over time in EXSCEL and TECOS. Analysing the impact of specific treatments on risk factors was beyond the scope of the current study, especially for newer agents such as sodium-glucose cotransporter-2 inhibitors and glucagon-like peptide-1 receptor agonists that deliver cardiovascular and renal risk reductions by mechanisms other than improving conventional risk factor values [ 27 , 28 ]. Further research is needed to assess whether risk factor trajectories beyond the first year of treatment are different in populations receiving the newer drugs: especially for BMI and HbA1c. Third, the observed trajectory of some risk factors may not be representative of a typical diabetes patient given the potentially more intense management in the trials. However, both EXCSEL and TECOS both used highly pragmatic designs with few restrictions on concomitant medications, little additional monitoring over usual care and wide-ranging eligibility criteria [ 19 , 26 ]. There is a shortage of long-term studies collecting regular data on all risk factors and the early years of follow-up in long studies are unavoidably historical. Fourth, all TECOS participants [ 26 ] and 73% of EXSCEL participants [ 29 ] had cardiovascular disease at baseline; in principle this could affect risk factor trajectories, although we are not aware of any evidence for this. Further research externally validating our equations in other contemporary cohorts is recommended, following the Mount Hood tradition of extensive external validation [ 30 ]. Finally, white blood cell counts and post-baseline data on smoking status were not collected in EXSCEL or TECOS. As a result, UKPDS-OM2 users will continue to rely on older equations for these two risk factors based on the UKPDS data [ 11 ].

5 Conclusions

Our new equations give modellers and the wider research community a useful additional tool to simulate the long-term effects of type 2 diabetes and its therapies. The parsimonious estimation approach encourages their replication across datasets and populations facilitating the sharing and comparison of knowledge across researchers.

We did not use linear dynamic model with fixed effects because they are not able to estimate time-invariant variables such as gender and ethnicity. We did not use system generalised method of moments (GMM) models because they are sensitive to the correct specification of temporal lags (how many lagged values of risk factors (e.g. values of risk factors in previous one year or two years should be included). Particularly, even slight alterations in temporal lags lead to different coefficients and even changes in the significance of the coefficients. Given that prediction of risk factors is the primary objective of our current study, we opted for a parsimonious model over GMM model, to ensure the stability of coefficients.

Hua X, Lung TW-C, Palmer A, Si L, Herman WH, Clarke P. How consistent is the relationship between improved glucose control and modelled health outcomes for people with type 2 diabetes mellitus? A systematic review. Pharmacoeconomics. 2017;35:319–29.

Article   PubMed   Google Scholar  

Kent S, Becker F, Feenstra T, Tran-Duy A, Schlackow I, Tew M, et al. The challenge of transparency and validation in health economic decision modelling: a view from mount hood. Pharmacoeconomics. 2019;37:1305–12. https://doi.org/10.1007/s40273-019-00825-1 .

Article   PubMed   PubMed Central   Google Scholar  

Hayes AJ, Leal J, Gray AM, Holman RR, Clarke PM. UKPDS outcomes model 2: a new version of a model to simulate lifetime health outcomes of patients with type 2 diabetes mellitus using data from the 30 year United Kingdom Prospective Diabetes Study: UKPDS 82. 55th annual meeting of the European Association for the Study of Diabetes, Barcelona, vol 56. 2013. p. 1925–33. https://doi.org/10.1007/s00125-013-2940-y .

Becker F, Dakin HA, Reed SD, Li Y, Leal J, Gustavson SM, et al. Lifetime cost-effectiveness simulation of once-weekly exenatide in type 2 diabetes: a cost-utility analysis based on the EXSCEL trial. Diabetes Res Clin Pract. 2022;183: 109152.

Article   CAS   PubMed   PubMed Central   Google Scholar  

Leal J, Reed SD, Patel R, Rivero-Arias O, Li Y, Schulman KA, et al. Benchmarking the cost-effectiveness of interventions delaying diabetes: a simulation study based on NAVIGATOR data. Diabetes Care. 2020;43:2485–92.

Clarke PM, Gray AM, Briggs A, Stevens RJ, Matthews DR, Holman RR, Study UUKPD. Cost-utility analyses of intensive blood glucose and tight blood pressure control in type 2 diabetes (UKPDS 72). 55th annual meeting of the European Association for the Study of Diabetes, Barcelona, vol 48. 2005. p. 868–77. https://doi.org/10.1007/s00125-005-1717-3 .

Keng MJ, Tsiachristas A, Leal J, Gray A, Mihaylova B. Impact of achieving primary care targets in type 2 diabetes on health outcomes and healthcare costs. Diabetes Obes Metab. 2019;21:2405–12.

Article   CAS   PubMed   Google Scholar  

Leal J, Gray AM, Clarke PM. Development of life-expectancy tables for people with type 2 diabetes. Eur Heart J. 2009;30:834–9.

National Institute for Health and Care Excellence (NICE). Type 2 diabetes in adults: management. NICE guideline NG28 2015 (updated 2022). www.nice.org.uk/guidance/ng28 . Accessed 5 Dec 2022.

Tew M, Willis M, Asseburg C, Bennett H, Brennan A, Feenstra T, et al. Exploring structural uncertainty and impact of health state utility values on lifetime outcomes in diabetes economic simulation models: findings from the Ninth Mount Hood Diabetes Quality-of-Life Challenge. Med Decis Mak. 2022;42:599–611.

Article   Google Scholar  

Leal J, Alva M, Gregory V, Hayes A, Mihaylova B, Gray AM, et al. Estimating risk factor progression equations for the UKPDS Outcomes Model 2 (UKPDS 90). Diabet Med. 2021. https://doi.org/10.1111/dme.14656 .

Clarke PM, Gray AM, Briggs A, Farmer AJ, Fenn P, Stevens RJ, et al. A model to estimate the lifetime health outcomes of patients with type 2 diabetes: the United Kingdom Prospective Diabetes Study (UKPDS) Outcomes Model (UKPDS no. 68). 55th annual meeting of the European Association for the Study of Diabetes, Barcelona, vol. 47. 2004. p. 1747–59. https://doi.org/10.1007/s00125-004-1527-z .

Ahmad Kiadaliri A, Clarke PM, Gerdtham U-G, Nilsson P, Eliasson B, Gudbjörnsdottir S, Steen CK. Predicting changes in cardiovascular risk factors in type 2 diabetes in the post-ukpds era: longitudinal analysis of the Swedish national diabetes register. J Diabetes Res. 2013;2013: 241347. https://doi.org/10.1155/2013/241347 .

Holman RR, Paul SK, Bethel MA, Matthews DR, Neil HA. 10-Year follow-up of intensive glucose control in type 2 diabetes. N Engl J Med. 2008;359:1577–89. https://doi.org/10.1056/NEJMoa0806470 .

White JR Jr. A brief history of the development of diabetes medications. Diabetes Spectr. 2014;27:82.

Higgins V, Piercy J, Roughley A, Milligan G, Leith A, Siddall J, Benford M. Trends in medication use in patients with type 2 diabetes mellitus: a long-term view of real-world treatment between 2000 and 2015. Diabetes Metab Syndr Obes Targets Ther. 2016;9:371.

Brennan MB, Huang ES, Lobo JM, Kang H, Guihan M, Basu A, Sohn M-W. Longitudinal trends and predictors of statin use among patients with diabetes. J Diabetes Complications. 2018;32:27–33.

Holman RR, Bethel MA, George J, Sourij H, Doran Z, Keenan J, et al. Rationale and design of the EXenatide Study of Cardiovascular Event Lowering (EXSCEL) trial. Am Heart J. 2016;174:103–10. https://doi.org/10.1016/j.ahj.2015.12.009 .

Holman RR, Bethel MA, Mentz RJ, Thompson VP, Lokhnygina Y, Buse JB, et al. Effects of once-weekly exenatide on cardiovascular outcomes in type 2 diabetes. N Engl J Med. 2017;377:1228–39. https://doi.org/10.1056/NEJMoa1612917 .

Green JB, Bethel MA, Paul SK, Ring A, Kaufman KD, Shapiro DR, et al. Rationale, design, and organization of a randomized, controlled Trial Evaluating Cardiovascular Outcomes with Sitagliptin (TECOS) in patients with type 2 diabetes and established cardiovascular disease. Am Heart J. 2013;166(983–9): e7. https://doi.org/10.1016/j.ahj.2013.09.003 .

Article   CAS   Google Scholar  

Pagano E, Konings SRA, Di Cuonzo D, Rosato R, Bruno G, van der Heijden AA, et al. Prediction of mortality and major cardiovascular complications in type 2 diabetes: external validation of UK Prospective Diabetes Study outcomes model version 2 in two European observational cohorts. Diabetes Obes Metab. 2021;23:1084–91. https://doi.org/10.1111/dom.14311 .

Cleves M, Gould W, Gould WW, Gutierrez R, Marchenko Y. An introduction to survival analysis using Stata. College Station: Stata Press; 2008.

Google Scholar  

Bedogni G, Tsybakov A, Berlin S. Clinical prediction models—a practical approach to development, validation and updating. Development. 2009;18:53–99.

McLernon DJ, Giardiello D, Van Calster B, Wynants L, van Geloven N, van Smeden M, et al. Assessing performance and clinical usefulness in prediction models with survival outcomes: practical guidance for cox proportional hazards models. Ann Intern Med. 2023;176:105–14. https://doi.org/10.7326/M22-0844 .

Mount Hood Diabetes Challenge Network. Economics, simulation modelling and diabetes. https://www.mthooddiabeteschallenge.com/ . Accessed 15 Nov 2021.

Green JB, Bethel MA, Armstrong PW, Buse JB, Engel SS, Garg J, et al. Effect of sitagliptin on cardiovascular outcomes in type 2 diabetes. N Engl J Med. 2015;373:232–42. https://doi.org/10.1056/NEJMoa1501352 .

Coleman RL, Gray AM, Broedl Md UC, Fitchett D, George JT, Woerle HJ, et al. Can the cardiovascular risk reductions observed with empagliflozin in the EMPA-REG OUTCOME trial be explained by concomitant changes seen in conventional cardiovascular risk factor levels? Diabetes Obes Metab. 2020;22:1151–6. https://doi.org/10.1111/dom.14017 .

Konig M, Riddle MC, Colhoun HM, Branch KR, Atisso CM, Lakshmanan MC, et al. Exploring potential mediators of the cardiovascular benefit of dulaglutide in type 2 diabetes patients in REWIND. Cardiovasc Diabetol. 2021;20:194. https://doi.org/10.1186/s12933-021-01386-4 .

Mentz RJ, Bethel MA, Gustavson S, Thompson VP, Pagidipati NJ, Buse JB, et al. Baseline characteristics of patients enrolled in the Exenatide Study of Cardiovascular Event Lowering (EXSCEL). Am Heart J. 2017;187:1–9. https://doi.org/10.1016/j.ahj.2017.02.005 .

Palmer AJ, Si L, Tew M, Hua X, Willis MS, Asseburg C, et al. Computer modeling of diabetes and its transparency: a report on the eighth mount hood challenge. Value Health. 2018;21:724–31. https://doi.org/10.1016/j.jval.2018.02.002 .

Download references

Acknowledgements

We thank Frauke Becker, Edward Gregg and Laurence Roope for their role in the acquisition of funding and the EXSCEL and TECOS Publications Committees for permission to use the clinical trial data. We thank patients who participated in EXSCEL and TECOS clinical trials. For the purpose of open access, the authors have applied a Creative Commons Attribution (CC BY) licence to any Author Accepted Manuscript version arising.

Author information

José Leal and Philip Clarke contributed equally.

Authors and Affiliations

Health Economics Research Centre, Nuffield Department of Population Health, University of Oxford, Old Road Campus, Headington, Oxford, OX3 7LF, UK

Ni Gao, Helen A. Dakin, José Leal & Philip Clarke

Centre for Health Economics, University of York, York, UK

Diabetes Trials Unit, Radcliffe Department of Medicine, University of Oxford, Oxford, UK

Rury R. Holman

Department of Medicine, Faculty of Medicine, University of Malaya, Kuala Lumpur, Malaysia

Lee-Ling Lim

Department of Medicine and Therapeutics, The Chinese University of Hong Kong, Hong Kong, SAR, China

Asia Diabetes Foundation, Hong Kong, SAR, China

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Helen A. Dakin .

Ethics declarations

Competing interest statements.

All authors have completed the ICMJE uniform disclosure form. H.A.D., J.L., R.R.H. and P.C. are involved in the ongoing development of the UKPDS-OM, which is licensed by University of Oxford. L.L.L. reported receiving grants and/or honoraria for giving lectures and consultancy from Abbott, AstraZeneca, Boehringer Ingelheim, Merck Sharp and Dohme, Novo Nordisk, Pfizer, Procter and Gamble Health, Roche, Sanofi, Servier and Zuellig Pharma. H.A.D. and J.L. have received a research grant from AstraZeneca outside the submitted work. R.R.H. reports research support from AstraZeneca, Bayer and Merck Sharp and Dohme, and personal fees from Anji Pharmaceuticals, AstraZeneca, Novartis and Novo Nordisk outside the submitted work. Other authors declare that they have no financial relationships with any organisations that might have an interest in the submitted work in the previous 3 years; no other relationships or activities that could appear to have influenced the submitted work.

Author Contributions

Concept and design: N.G., H.A.D., J.L., P.C. Acquisition of data: R.R.H. Analysis and interpretation of data: N.G., H.A.D., J.L., R.R.H., L.-L.L., P.C. Drafting of the manuscript: N.G., H.A.D., J.L., P.C. Critical revision of the paper for important intellectual content: N.G., H.A.D., J.L., R.R.H., L.-L.L., P.C. Obtaining funding: J.L., R.R.H., L.-L.L., P.C. Supervision: H.A.D., J.L., P.C.

This work was funded by supported by the Medical Research Council (MR/T018593/1). The project was supported also by the NIHR Oxford Biomedical Research Centre and the UK−Malaysia Joint Partnership on Non-Communicable Diseases under the Malaysia Partnership and Alliances in Research (MyPAiR), funded by the Ministry of Education, Malaysia (Grant number: IF076-2019). H.A.D. was partly funded by an NIHR Senior Research Fellowship through the Oxford Biomedical Research Centre at the time the research was conducted. J.L. acknowledges support from the Innovative Medicines Initiative 2 Joint Undertaking under Grant agreement no. 115881 (RHAPSODY). P.C. is partly supported by funding from the NIHR Oxford Biomedical Research Centre (BRC) and the Health Foundation. Exenatide Study of Cardiovascular Event Lowering (EXSCEL) was sponsored and funded by Amylin Pharmaceuticals, Inc., a wholly owned subsidiary of AstraZeneca. Trial Evaluating Cardiovascular Outcomes With Sitagliptin (TECOS) was funded by Merck Sharp and Dohme Corp, a subsidiary of Merck and Co, Inc. The views expressed are those of the author(s) and not necessarily those of the NIHR or the Department of Health and Social Care.

Role of the Funder/Sponsor

The funders had no role in the design and conduct of the study; collection, management, analysis and interpretation of the data; preparation, review or approval of the manuscript; and decision to submit the manuscript for publication.

Data availability Statement

Requests for data access and proposals for analyses of EXSCEL and TECOS data can be submitted to the respective study Publications Committee using instructions found at https://www.dtu.ox.ac.uk/exscel/ and https://www.dtu.ox.ac.uk/TECOS/ .

Supplementary Information

Below is the link to the electronic supplementary material.

Supplementary file1 (PDF 2170 KB)

Rights and permissions.

Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ .

Reprints and permissions

About this article

Gao, N., Dakin, H.A., Holman, R.R. et al. Estimating Risk Factor Time Paths Among People with Type 2 Diabetes and QALY Gains from Risk Factor Management. PharmacoEconomics (2024). https://doi.org/10.1007/s40273-024-01398-4

Download citation

Accepted : 12 May 2024

Published : 26 June 2024

DOI : https://doi.org/10.1007/s40273-024-01398-4

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Find a journal
• Publish with us
• Track your research