CMI (Other exams) case studies
CMI · Put your knowledge to work in context.
The Chartered Management Institute (CMI) is a UK professional body whose management qualifications are delivered through approved centres and assessed against learning outcomes rather than a single fixed paper. Candidates typically work towards a Level 5 qualification (for practising or aspiring middle managers) or Level 7 (for senior managers and strategic leaders), with each unit combining taught input, work-based evidence and assessed written work. The CMI case studies are 5 cases and about 4,975 words.
1The promoted peer: performance, conduct or transition?
Priya has just been promoted to manage a 14-person claims processing team at an insurance company. She was previously the team's senior processor and now manages three former peers, two of whom - Marcus and Elena - applied for her job and did not get it.
1,021 words, about 5 min2The anchor customer: growth, concentration and a three-week deadline
Dan is CEO of a 280-person specialist packaging manufacturer with £46m turnover and a 7% EBITDA margin. Its largest customer, 31% of revenue, has offered a three-year contract worth £19m a year, but it requires a new production line (£6.5m capex), a 12-month exclusivity clause barring Dan from serving two competitors, and unit prices 9% below the current average.
960 words, about 5 min3The loss-making anchor contract
Ade is general manager of a £12m-revenue division of a facilities services company. Its largest contract, a five-year NHS trust deal worth £4.1m a year, is in year three and is running at a 3% loss.
970 words, about 5 min4The mandated system rollout
Sam is director of adult social care at a local authority, leading the rollout of a new case-management system to 340 staff across 12 teams. A six-month pilot in two teams cut report-writing time by 35% but also showed a 19% rise in data-entry errors in the first eight weeks and a 6% drop in face-to-face visits.
1,022 words, about 5 min5The reclassification request
Ken is a programme manager at a housing association, responsible for a £28m regeneration programme covering 210 homes. Two weeks before the board's quarterly assurance report, the finance director tells him to reclassify £2.3m of spend as 'design and feasibility' rather than 'construction' so the programme appears within its capital budget.
1,002 words, about 5 min