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• 12 Dec 2023
• Cold Call Podcast

Can Sustainability Drive Innovation at Ferrari?

When Ferrari, the Italian luxury sports car manufacturer, committed to achieving carbon neutrality and to electrifying a large part of its car fleet, investors and employees applauded the new strategy. But among the company’s suppliers, the reaction was mixed. Many were nervous about how this shift would affect their bottom lines. Professor Raffaella Sadun and Ferrari CEO Benedetto Vigna discuss how Ferrari collaborated with suppliers to work toward achieving the company’s goal. They also explore how sustainability can be a catalyst for innovation in the case, “Ferrari: Shifting to Carbon Neutrality.” This episode was recorded live December 4, 2023 in front of a remote studio audience in the Live Online Classroom at Harvard Business School.

• 12 Sep 2023

Can Remote Surgeries Digitally Transform Operating Rooms?

Launched in 2016, Proximie was a platform that enabled clinicians, proctors, and medical device company personnel to be virtually present in operating rooms, where they would use mixed reality and digital audio and visual tools to communicate with, mentor, assist, and observe those performing medical procedures. The goal was to improve patient outcomes. The company had grown quickly, and its technology had been used in tens of thousands of procedures in more than 50 countries and 500 hospitals. It had raised close to $50 million in equity financing and was now entering strategic partnerships to broaden its reach. Nadine Hachach-Haram, founder and CEO of Proximie, aspired for Proximie to become a platform that powered every operating room in the world, but she had to carefully consider the company’s partnership and data strategies in order to scale. What approach would position the company best for the next stage of growth? Harvard Business School associate professor Ariel Stern discusses creating value in health care through a digital transformation of operating rooms in her case, “Proximie: Using XR Technology to Create Borderless Operating Rooms.”

• 07 Jan 2019
• Research & Ideas

The Better Way to Forecast the Future

We can forecast hurricane paths with great certainty, yet many businesses can't predict a supply chain snafu just around the corner. Yael Grushka-Cockayne says crowdsourcing can help. Open for comment; 0 Comments.

• 30 Nov 2018
• What Do You Think?

What’s the Best Administrative Approach to Climate Change?

SUMMING UP: James Heskett's readers point to examples of complex environmental problems conquered through multinational cooperation. Can those serve as roadmaps for overcoming global warming? Open for comment; 0 Comments.

• 04 May 2017

Leading a Team to the Top of Mount Everest

In a podcast, Amy Edmondson describes how students learn about team communication and decision making by making a simulated climb up Mount Everest. Open for comment; 0 Comments.

• 15 Mar 2017
• Lessons from the Classroom

More Than 900 Examples of How Climate Change Affects Business

MBA students participating in Harvard Business School’s Climate Change Challenge offer ideas on how companies can negate impacts from a changing environment. Open for comment; 0 Comments.

• 07 Apr 2014

Negotiation and All That Jazz

In his new book The Art of Negotiation, Michael Wheeler throws away the script to examine how master negotiators really get what they want. Open for comment; 0 Comments.

• 04 Sep 2013

How Relevant is Long-Range Strategic Planning?

Summing Up: Jim Heskett's readers argue that long-range planning, while necessary for organizational success, must be adaptable to the competitive environment. What do YOU think? Open for comment; 0 Comments.

• 16 Jul 2012

Are You a Strategist?

Corporate strategy has become the bailiwick of consultants and business analysts, so much so that it is no longer a top-of-mind responsibility for many senior executives. Professor Cynthia A. Montgomery says it's time for CEOs to again become strategists. Closed for comment; 0 Comments.

• 21 Dec 2011

The Most Common Strategy Mistakes

In the book, Understanding Michael Porter: The Essential Guide to Competition and Strategy, Joan Magretta distills Porter's core concepts and frameworks into a concise guide for business practitioners. In this excerpt, Porter discusses common strategy mistakes. Closed for comment; 0 Comments.

• 09 May 2011

Moving From Bean Counter to Game Changer

New research by HBS professor Anette Mikes and colleagues looks into how accountants, finance professionals, internal auditors, and risk managers gain influence in their organizations to become strategic decision makers. Key concepts include: Many organizations have functional experts who have deep knowledge but lack influence. They can influence high-level strategic thinking in their organizations by going through a process that transforms them from "box-checkers" to "frame-makers." Frame-makers understand how important it is to attach the tools they create to C-level business goals, such as linking them to the quarterly business review. Frame-makers stay relevant by becoming personally involved in the analysis and interpretation of the tools they create. Open for comment; 0 Comments.

• 22 Nov 2010

Seven Strategy Questions: A Simple Approach for Better Execution

Successful business strategy lies not in having all the right answers, but rather in asking the right questions, says Harvard Business School professor Robert Simons. In an excerpt from his book Seven Strategy Questions, Simons explains how managers can make smarter choices. Closed for comment; 0 Comments.

• 02 Jun 2010

How Do You Weigh Strategy, Execution, and Culture in an Organization’s Success?

Summing up: Respondents who ventured to place weights on the determinants of success gave the nod to culture by a wide margin, says HBS professor Jim Heskett. (Online forum now closed. Next forum opens July 2.) Closed for comment; 0 Comments.

• 22 Mar 2010

One Strategy: Aligning Planning and Execution

Strategy as it is written up in the corporate playbook often becomes lost or muddled when the team takes the field to execute. In their new book, Professor Marco Iansiti and Microsoft's Steven Sinofsky discuss a "One Strategy" approach to aligning plan and action. Key concepts include: The book combines practical experience at Microsoft with conceptual frameworks on how to develop strategies that are aligned with execution in a rapidly changing competitive environment. "Strategic integrity" occurs when the strategy executes with the full, aligned backing of the organization for maximum impact. The chief impediment to strategy execution is inertia. The One Strategy approach is less about formal reviews and more about one-on-one conversation. Blogs can be a powerful asset in managing an organization. Closed for comment; 0 Comments.

• 11 Aug 2008

Strategy Execution and the Balanced Scorecard

Companies often manage strategy in fits and starts, with strategy execution lost along the way. A new book by Balanced Scorecard creators Robert S. Kaplan and David P. Norton aims to make strategy a continual process. Key concepts include: An excellent strategy often fades from memory as the organization tackles day-to-day operations issues. The operational plan and budget should be driven from the revenue targets in the strategic plan. The senior management team needs to have regular, probably monthly, meetings that focus only on strategy. The Office of Strategy Management is a small cadre of professionals that orchestrate strategy management processes for the executive team. Closed for comment; 0 Comments.

• 11 Apr 2007

Adding Time to Activity-Based Costing

Determining a company's true costs and profitability has always been difficult, although advancements such as activity-based costing (ABC) have helped. In a new book, Professor Robert Kaplan and Acorn Systems' Steven Anderson offer a simplified system based on time-driven ABC that leverages existing enterprise resource planning systems. Key concepts include: The activity-based costing system developed in the 1980s fell out of favor for a number of reasons, including the need for lengthy employee interviews and surveys to collect data. The arrival of enterprise resource planning systems allows crucial data to be pumped automatically into a TDABC system. Managers must answer two questions to build an effective TDABC system: How much does it cost to supply resource capacity for each business process in our organization? How much resource capacity (time) is required to perform work for each of our company's transactions, products, and customers? Profit improvements of up to 2 percent of sales generally come in less than a year. Closed for comment; 0 Comments.

• 24 Apr 2006

Managing Alignment as a Process

"Most organizations attempt to create synergy, but in a fragmented, uncoordinated way," say HBS professor Robert S. Kaplan and colleague David P. Norton. Their new book excerpted here, Alignment, tells how to see alignment as a management process. Closed for comment; 0 Comments.

• 02 Feb 2004

Mapping Your Corporate Strategy

From the originators of the Balanced Scorecard system, Strategy Maps is a new book that explores how companies can best their competition. A Q&A with Robert S. Kaplan. Closed for comment; 0 Comments.

• 12 Oct 1999

A Perfect Fit: Aligning Organization & Strategy

Is your company organizationally fit? HBS Professor Michael Beer believes business success is a function of the fit between key organizational variables such as strategy, values, culture, employees, systems, organizational design, and the behavior of the senior management team. Beer and colleague Russell A. Eisenstat have developed a process,termed Organizational Fitness Profiling, by which corporations can cultivate organizational capabilities that enhance their competitiveness. Closed for comment; 0 Comments.

How to write a case study — examples, templates, and tools

It’s a marketer’s job to communicate the effectiveness of a product or service to potential and current customers to convince them to buy and keep business moving. One of the best methods for doing this is to share success stories that are relatable to prospects and customers based on their pain points, experiences, and overall needs.

That’s where case studies come in. Case studies are an essential part of a content marketing plan. These in-depth stories of customer experiences are some of the most effective at demonstrating the value of a product or service. Yet many marketers don’t use them, whether because of their regimented formats or the process of customer involvement and approval.

A case study is a powerful tool for showcasing your hard work and the success your customer achieved. But writing a great case study can be difficult if you’ve never done it before or if it’s been a while. This guide will show you how to write an effective case study and provide real-world examples and templates that will keep readers engaged and support your business.

In this article, you’ll learn:

What is a case study?

How to write a case study, case study templates, case study examples, case study tools.

A case study is the detailed story of a customer’s experience with a product or service that demonstrates their success and often includes measurable outcomes. Case studies are used in a range of fields and for various reasons, from business to academic research. They’re especially impactful in marketing as brands work to convince and convert consumers with relatable, real-world stories of actual customer experiences.

The best case studies tell the story of a customer’s success, including the steps they took, the results they achieved, and the support they received from a brand along the way. To write a great case study, you need to:

• Celebrate the customer and make them — not a product or service — the star of the story.
• Craft the story with specific audiences or target segments in mind so that the story of one customer will be viewed as relatable and actionable for another customer.
• Write copy that is easy to read and engaging so that readers will gain the insights and messages intended.
• Follow a standardized format that includes all of the essentials a potential customer would find interesting and useful.
• Support all of the claims for success made in the story with data in the forms of hard numbers and customer statements.

Case studies are a type of review but more in depth, aiming to show — rather than just tell — the positive experiences that customers have with a brand. Notably, 89% of consumers read reviews before deciding to buy, and 79% view case study content as part of their purchasing process. When it comes to B2B sales, 52% of buyers rank case studies as an important part of their evaluation process.

Telling a brand story through the experience of a tried-and-true customer matters. The story is relatable to potential new customers as they imagine themselves in the shoes of the company or individual featured in the case study. Showcasing previous customers can help new ones see themselves engaging with your brand in the ways that are most meaningful to them.

Besides sharing the perspective of another customer, case studies stand out from other content marketing forms because they are based on evidence. Whether pulling from client testimonials or data-driven results, case studies tend to have more impact on new business because the story contains information that is both objective (data) and subjective (customer experience) — and the brand doesn’t sound too self-promotional.

Case studies are unique in that there’s a fairly standardized format for telling a customer’s story. But that doesn’t mean there isn’t room for creativity. It’s all about making sure that teams are clear on the goals for the case study — along with strategies for supporting content and channels — and understanding how the story fits within the framework of the company’s overall marketing goals.

Here are the basic steps to writing a good case study.

1. Identify your goal

Start by defining exactly who your case study will be designed to help. Case studies are about specific instances where a company works with a customer to achieve a goal. Identify which customers are likely to have these goals, as well as other needs the story should cover to appeal to them.

The answer is often found in one of the buyer personas that have been constructed as part of your larger marketing strategy. This can include anything from new leads generated by the marketing team to long-term customers that are being pressed for cross-sell opportunities. In all of these cases, demonstrating value through a relatable customer success story can be part of the solution to conversion.

2. Choose your client or subject

Who you highlight matters. Case studies tie brands together that might otherwise not cross paths. A writer will want to ensure that the highlighted customer aligns with their own company’s brand identity and offerings. Look for a customer with positive name recognition who has had great success with a product or service and is willing to be an advocate.

The client should also match up with the identified target audience. Whichever company or individual is selected should be a reflection of other potential customers who can see themselves in similar circumstances, having the same problems and possible solutions.

Some of the most compelling case studies feature customers who:

• Switch from one product or service to another while naming competitors that missed the mark.
• Experience measurable results that are relatable to others in a specific industry.
• Represent well-known brands and recognizable names that are likely to compel action.
• Advocate for a product or service as a champion and are well-versed in its advantages.

Whoever or whatever customer is selected, marketers must ensure they have the permission of the company involved before getting started. Some brands have strict review and approval procedures for any official marketing or promotional materials that include their name. Acquiring those approvals in advance will prevent any miscommunication or wasted effort if there is an issue with their legal or compliance teams.

3. Conduct research and compile data

Substantiating the claims made in a case study — either by the marketing team or customers themselves — adds validity to the story. To do this, include data and feedback from the client that defines what success looks like. This can be anything from demonstrating return on investment (ROI) to a specific metric the customer was striving to improve. Case studies should prove how an outcome was achieved and show tangible results that indicate to the customer that your solution is the right one.

This step could also include customer interviews. Make sure that the people being interviewed are key stakeholders in the purchase decision or deployment and use of the product or service that is being highlighted. Content writers should work off a set list of questions prepared in advance. It can be helpful to share these with the interviewees beforehand so they have time to consider and craft their responses. One of the best interview tactics to keep in mind is to ask questions where yes and no are not natural answers. This way, your subject will provide more open-ended responses that produce more meaningful content.

4. Choose the right format

There are a number of different ways to format a case study. Depending on what you hope to achieve, one style will be better than another. However, there are some common elements to include, such as:

• An engaging headline
• A subject and customer introduction
• The unique challenge or challenges the customer faced
• The solution the customer used to solve the problem
• The results achieved
• Data and statistics to back up claims of success
• A strong call to action (CTA) to engage with the vendor

It’s also important to note that while case studies are traditionally written as stories, they don’t have to be in a written format. Some companies choose to get more creative with their case studies and produce multimedia content, depending on their audience and objectives. Case study formats can include traditional print stories, interactive web or social content, data-heavy infographics, professionally shot videos, podcasts, and more.

5. Write your case study

We’ll go into more detail later about how exactly to write a case study, including templates and examples. Generally speaking, though, there are a few things to keep in mind when writing your case study.

• Be clear and concise. Readers want to get to the point of the story quickly and easily, and they’ll be looking to see themselves reflected in the story right from the start.
• Provide a big picture. Always make sure to explain who the client is, their goals, and how they achieved success in a short introduction to engage the reader.
• Construct a clear narrative. Stick to the story from the perspective of the customer and what they needed to solve instead of just listing product features or benefits.
• Leverage graphics. Incorporating infographics, charts, and sidebars can be a more engaging and eye-catching way to share key statistics and data in readable ways.
• Offer the right amount of detail. Most case studies are one or two pages with clear sections that a reader can skim to find the information most important to them.
• Include data to support claims. Show real results — both facts and figures and customer quotes — to demonstrate credibility and prove the solution works.

6. Promote your story

Marketers have a number of options for distribution of a freshly minted case study. Many brands choose to publish case studies on their website and post them on social media. This can help support SEO and organic content strategies while also boosting company credibility and trust as visitors see that other businesses have used the product or service.

Marketers are always looking for quality content they can use for lead generation. Consider offering a case study as gated content behind a form on a landing page or as an offer in an email message. One great way to do this is to summarize the content and tease the full story available for download after the user takes an action.

Sales teams can also leverage case studies, so be sure they are aware that the assets exist once they’re published. Especially when it comes to larger B2B sales, companies often ask for examples of similar customer challenges that have been solved.

Now that you’ve learned a bit about case studies and what they should include, you may be wondering how to start creating great customer story content. Here are a couple of templates you can use to structure your case study.

Template 1 — Challenge-solution-result format

• Start with an engaging title. This should be fewer than 70 characters long for SEO best practices. One of the best ways to approach the title is to include the customer’s name and a hint at the challenge they overcame in the end.
• Create an introduction. Lead with an explanation as to who the customer is, the need they had, and the opportunity they found with a specific product or solution. Writers can also suggest the success the customer experienced with the solution they chose.
• Present the challenge. This should be several paragraphs long and explain the problem the customer faced and the issues they were trying to solve. Details should tie into the company’s products and services naturally. This section needs to be the most relatable to the reader so they can picture themselves in a similar situation.
• Share the solution. Explain which product or service offered was the ideal fit for the customer and why. Feel free to delve into their experience setting up, purchasing, and onboarding the solution.
• Explain the results. Demonstrate the impact of the solution they chose by backing up their positive experience with data. Fill in with customer quotes and tangible, measurable results that show the effect of their choice.
• Ask for action. Include a CTA at the end of the case study that invites readers to reach out for more information, try a demo, or learn more — to nurture them further in the marketing pipeline. What you ask of the reader should tie directly into the goals that were established for the case study in the first place.

Template 2 — Data-driven format

• Start with an engaging title. Be sure to include a statistic or data point in the first 70 characters. Again, it’s best to include the customer’s name as part of the title.
• Create an overview. Share the customer’s background and a short version of the challenge they faced. Present the reason a particular product or service was chosen, and feel free to include quotes from the customer about their selection process.
• Present data point 1. Isolate the first metric that the customer used to define success and explain how the product or solution helped to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 2. Isolate the second metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 3. Isolate the final metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Summarize the results. Reiterate the fact that the customer was able to achieve success thanks to a specific product or service. Include quotes and statements that reflect customer satisfaction and suggest they plan to continue using the solution.
• Ask for action. Include a CTA at the end of the case study that asks readers to reach out for more information, try a demo, or learn more — to further nurture them in the marketing pipeline. Again, remember that this is where marketers can look to convert their content into action with the customer.

While templates are helpful, seeing a case study in action can also be a great way to learn. Here are some examples of how Adobe customers have experienced success.

Juniper Networks

One example is the Adobe and Juniper Networks case study , which puts the reader in the customer’s shoes. The beginning of the story quickly orients the reader so that they know exactly who the article is about and what they were trying to achieve. Solutions are outlined in a way that shows Adobe Experience Manager is the best choice and a natural fit for the customer. Along the way, quotes from the client are incorporated to help add validity to the statements. The results in the case study are conveyed with clear evidence of scale and volume using tangible data.

The story of Lenovo’s journey with Adobe is one that spans years of planning, implementation, and rollout. The Lenovo case study does a great job of consolidating all of this into a relatable journey that other enterprise organizations can see themselves taking, despite the project size. This case study also features descriptive headers and compelling visual elements that engage the reader and strengthen the content.

Tata Consulting

When it comes to using data to show customer results, this case study does an excellent job of conveying details and numbers in an easy-to-digest manner. Bullet points at the start break up the content while also helping the reader understand exactly what the case study will be about. Tata Consulting used Adobe to deliver elevated, engaging content experiences for a large telecommunications client of its own — an objective that’s relatable for a lot of companies.

Case studies are a vital tool for any marketing team as they enable you to demonstrate the value of your company’s products and services to others. They help marketers do their job and add credibility to a brand trying to promote its solutions by using the experiences and stories of real customers.

When you’re ready to get started with a case study:

• Think about a few goals you’d like to accomplish with your content.
• Make a list of successful clients that would be strong candidates for a case study.
• Reach out to the client to get their approval and conduct an interview.
• Gather the data to present an engaging and effective customer story.

Adobe can help

There are several Adobe products that can help you craft compelling case studies. Adobe Experience Platform helps you collect data and deliver great customer experiences across every channel. Once you’ve created your case studies, Experience Platform will help you deliver the right information to the right customer at the right time for maximum impact.

To learn more, watch the Adobe Experience Platform story .

Keep in mind that the best case studies are backed by data. That’s where Adobe Real-Time Customer Data Platform and Adobe Analytics come into play. With Real-Time CDP, you can gather the data you need to build a great case study and target specific customers to deliver the content to the right audience at the perfect moment.

Watch the Real-Time CDP overview video to learn more.

Finally, Adobe Analytics turns real-time data into real-time insights. It helps your business collect and synthesize data from multiple platforms to make more informed decisions and create the best case study possible.

Request a demo to learn more about Adobe Analytics.

https://business.adobe.com/blog/perspectives/b2b-ecommerce-10-case-studies-inspire-you

https://business.adobe.com/blog/basics/business-case

https://business.adobe.com/blog/basics/what-is-real-time-analytics

Knowledge-Based Approach to Planning: A Case Study-Based Approach

• First Online: 05 November 2018

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• J. Shah 4 &
• M. Sohoni 5  

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Planning is an anticipatory decision-making process that involves either a risk mitigation or resource allocation problem. Policy developers and enablers are required to interact with resource providers such as civil engineers and water resource engineers and consumers such as agriculturists and farmers in different projects. Such projects can benefit from a knowledge-based approach that uses ideas used in past and other projects based on a hierarchy of concepts and established facts. Domain knowledge extracted from artifacts such as planning documents and data models used in previous projects thus provide useful ontological structures for information sharing and foster evolution of a scientific process in developmental planning . In this paper, we review some knowledge-based paradigms used in spatial planning , identify gaps and redundancies in the current practices, and propose the development of a tool to aid the development and use of ontologies in water resource planning . We hypothesize that such ontologies have a spatial basis and outline a use case-based approach to identify upper-level concepts. The proposed tool and approach are aligned to benefit all stakeholders in the planning process by facilitating information sharing across information communities as well as assimilate knowledge baselines for future projects.

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Sen, S., Shah, J., Sohoni, M. (2018). Knowledge-Based Approach to Planning: A Case Study-Based Approach. In: Sarda, N., Acharya, P., Sen, S. (eds) Geospatial Infrastructure, Applications and Technologies: India Case Studies. Springer, Singapore. https://doi.org/10.1007/978-981-13-2330-0_14

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Planning, economy, place: literature review

Review of the publications and case studies regarding how planning can support the economy, and

how the economy can support creating great places.

3 Case Studies

Introduction

3.1 The Scottish Government's study brief requested four case studies that could provide examples to illustrate the research around investment and development, and quality of place, drawing out a clear narrative on the planning system's role.

3.2 The case studies are presented as short, focused summaries, highlighting the key features of planning, economy and place. Links to full project details and supporting documents are provided within each case study.

3.3 Each of the selected projects is transformative for its location. The examples have all been planned and commenced, allowing some comment on early economy and place outcomes. Each remains 'live' as it has not yet been fully completed and can be further reviewed in future.

3.4 The case studies are:

• The Borders Railway . The reinstatement of the railway from Edinburgh via Midlothian to central Scottish Borders which opened in September 2015.
• Pennywell, Edinburgh . The ongoing major housing-led regeneration project as part of City of Edinburgh Council's 21 st Century Homes programme.
• Clyde Gateway . The live Urban Regeneration Company project covering eastern Glasgow and the northern part of South Lanarkshire.
• Stromness, Orkney . The multi-faceted regeneration and development of the town based upon a clear framework and facilitated by collaborative working.

The Borders Railway

Following the Beeching cuts to UK railways, the Waverley Route from Edinburgh to Carlisle through central Borders closed in 1969 after operating for 107 years. Over time the social and economic disconnection caused by this closure became apparent. Between 2001 and 2011 for example, the working age population growth in Midlothian and Scottish Borders was only 2-3%, compared with double figure growth in better connected neighbouring council areas ( lxv ) .

The 2006 Waverley Railway (Scotland) Act triggered major investment and support from Scottish Government, Transport Scotland, local authorities, Scottish Enterprise and the rail industry, resulting in part of this historic line reopening in September 2015, renewing the connection between Edinburgh, Midlothian and central Borders.

The Borders Railway has been supported by a cascade of planning policy . NPF3 recognises the railway's role in supporting sustainable development and opening up new development sites in the central Borders. This flows into the Strategic Development Plans, which incorporate the railway as a key component of their spatial strategies. At a local level, planning policy has guided the development of the railway through spatial strategies set out in Local Development Plans across the three local authorities - Edinburgh (2016), Midlothian (2017) and Scottish Borders (2016) - which allocate business and housing sites around the route. This is supported by Supplementary Guidance, Planning Briefs and individual area designations. Area-based masterplans have been produced for Newtongrange, Galashiels and Tweedbank.

Map of borders railway

Map of borders railway including spatial context

Midlothian LDP (2017) Figure 2.1

The Development planning hierarchy affecting the Borders Railway

An example of local planning support is Scottish Borders Council's Supplementary Guidance for the Central Borders Business Park , Tweedbank, Galashiels. The guidance promotes a development vision based on place-making and design principles, opportunities and constraints. To maximise the impact of the railway, the Business Park has been allocated Simplified Planning Zone ( SPZ ) status to encourage investment through employment-led redevelopment and quick delivery.

Map of Tweedbank including the boundary of a proposed Simplified Planning Zone

In a process evaluation of the Borders Railway ( lxvi ) , the key success to the delivery of the project was identified as effective communication and relationship building between the three local authorities, Transport Scotland and Network Rail. This was facilitated through named points of contact, informal communication via a co-location facility at Newtongrange and formal communication through a Joint Committee and a Project Delivery Group.

To deliver economic growth objectives, the Borders Railway Blueprint was established, around the themes of great locations for working and investing, living and learning, and visiting [17] . Public consultation was extensive but as with any consultation process some communities felt less engaged. The evaluation recommends acknowledgement early in the process of planning's role in seeking high(er) standards of proposals.

The infrastructure investment involved 30 miles of new railway track, seven new stations and construction or upgrade of 137 bridges or viaducts. Assessing the economic outcomes is limited by the railway only having being operational for less than three years. Many of of the project's impacts through planning will be long term and related to the masterplanning activity reported above and below, as well as spillover benefits. Economic opportunities supported by the railway include helping to stimulate the growth of new communities at Shawfield and Redheugh, and securing funding commitment of £15 million from the Edinburgh City Region Deal to support the Central Borders Business Park. A new transport and business hubs was created in Galashiels and station buildings in Newtongrange and Stow are being considered for the provision of further business hubs. The current, early value of investments associated with the new railway is reported as £17 million.

Although not directly attributed to the railway, there has been an initial 27% rise in visitor nights and 11% increase in day visitors in Scottish Borders, and related growth in expenditure and employment. Midlothian experienced a 12% rise in visitor nights and 7% rise in day visitors [18] . New employment in specific ICT , food & drink and energy companies is also attributed to the railway. Prevention of population decline is supported by access to Edinburgh's labour market, with over 50% of users who had moved house and 80% who have moved job cited the railway as a factor in this decision [19] .

The railway and its stations are a fixed infrastructure, creating clear, spatial place effects and opportunities. The planned Great Tapestry of Scotland Visitor Centre in Galashiels will highlight the importance of the textile industry to the Scottish Borders and target 50,000 visitors per year, as well as providing the catalyst for wider business initiatives, extension of Market Square and identification of new hotel sites.

Planning Aid Scotland has launched a 4-year 'Bridging the Gap' partnership with Galashiels Academy using the Place Standard Tool and matching pupils with practitioners to promote inter-generational cooperation around place planning.

To the south of Galashiels, the Tweedbank masterplan focuses on residential (400 units) and mixed use (75,000 sq.m.) development on the Lowood Estate and Central Borders Business Park. ( lxvii )

In Midlothian, the local authority in partnership with the Borders Railway Blueprint Programme is completing masterplans for redevelopment of Newtongrange town centre and the neighbouring Stobhill and Lady Victoria sites to provide residential and commercial development adjacent to existing employment, leisure and tourist facilities.

A southern extension of the Borders Railway via Hawick to Carlisle, reinstating the whole line, is shown in the 2016 Scottish Borders LDP . This demonstrates continued planning for long term economic investment and place making.

The planning process for the reinstated Borders Railway supported not only the core infrastructure investment but also, crucially, created the framework to realise long run economic and social potential through a cascade of guidance and interventions, capitalising upon both the service and its halo effects around the new railway stations.

Pennywell, Edinburgh

Pennywell was a large Council housing estate in North Edinburgh, developed immediately after WW2 . The rectangular site contains a number of local facilities such as neighbourhood shops, a small supermarket, a public house, schools, churches, a local library, a health centre and the North Edinburgh Arts centre.

Despite this scale and mix, a design review found that the "housing and non-housing facilities are unplanned and unattractive" and "there is no single place in the area that feels a pleasant public space" [20] . Lack of legible routes, poor internal and external connectivity, lack of attractive open or private / semi-private space, and lack of a sense of place were perceived challenges of the area.

Pennywell Housing Estate

Regeneration proposals were launched during the early 2000s and Pennywell is now the largest of City of Edinburgh Councils' 21 st Century Homes development projects.

At a strategic planning level, NPF3 recognises the continuing need for regeneration as a priority in Edinburgh. At a local level, the Edinburgh LDP 2016 supports large scale regeneration of Pennywell and protects the local centre for retail use.

A planning application for redevelopment to provide around 700 new mixed-tenure homes, open space, public realm and new streets was approved in 2009. The regeneration is supported by a masterplan (pictured) and a design guide which promotes social inclusion, holistic design of housing and the public realm, safe and secure spaces and environmentally sensitive design.

Pennywell Housing Estate regeneration masterplan map

A hierarchy of the planning policy relevant to the masterplan of Pennywell’s regeneration programme

Further planning applications were submitted in 2010 for 750 new homes and in 2012 a further 250 homes plus redeveloped shopping centre and health centre. In 2017 a masterplan was submitted and approved for a new town centre/civic centre. Purchase by the Council of the dilapidated shopping centre between these masterplans was key to unlocking the full site and delivering more homes, while retaining retail and employment in the local centre.

The planning process at Pennywell includes a "you said, we did" partnership with the local community. The group has been running for almost 10 years and has guided place-making, for example by resolving tensions over building heights and inclusion of community uses.

The economic investment at Pennywell is substantial. City of Edinburgh Council procured developers Urban Union to deliver the new housing; Phase 1 is completed and Phase 2 comprising 170 new homes is now being marketed. Proximity and access to the Edinburgh city economy features strongly in Urban Union's marketing under the banner 'Pennywell Living'. An 8-year build programme is envisaged and a reported £150 million of public and private money has been invested to date. The Council's purchase of the shopping centre secured local services and employment and the Scottish Government's funding of £1.5 million contributed to a new public square. A new £12 million NHS -led North West Edinburgh Partnership Centre opened April 2018 in the local centre.

Pennywell’s proposed development

The masterplan, design documents and community engagement support the creation of a strong sense of place around the physical regeneration at Pennywell. The new homes provide a mix of family housing and flats with a maximum height of four storeys. Social integration is encouraged through tenure blind design in a 50:50 mix of mid-market/social rent and 50% for sale. There are also 96 home for older people, promoting mixed communities and helping to ease isolation.

Artists impression of Pennywell regeneration scheme

Notable community assets include a social enterprise business which operates as café during the day and a restaurant at night, and the new public square with seating areas and a community events space. Designing the square to change the dynamic of the area has been crucial to promoting active use and designing-out anti-social behaviour. A nursery and upgrading of the library will help to create and sustain a mix of uses. Promotion of health and well-being is encouraged through working with SUStrans to map out cycling and walking routes in the area. The de-dualling of Pennywell Road is being considered to reduce barriers between communities.

The planning focus upon area-wide housing-led regeneration and the failing local centre were critical for Pennywell. Consecutive masterplans and design guidance have steered collaborative working between communities, the developer and public authorities. A broad and substantial mix of public and private investment and place-creation is now emerging at Pennywell.

Clyde Gateway, Glasgow and South Lanarkshire

Clyde Gateway [21] is an 840-hectare former area of heavy industry in east Glasgow and Rutherglen. Over the period 2008-2028, Scotland's largest regeneration project is revitalising this post-industrial landscape, including some of the country's most disadvantaged communities.

Artist’s impression (aerial view) of Clyde Gateway

Clyde Gateway is supported and delivered through interlocking, evolving planning policy . The area is a priority in consecutive National Planning Frameworks. A 2004 masterplan (above) guides development and informs the Glasgow City Development Plans and Strategic Development Plans. Policies support mixed use regeneration and designate a Strategic Economic Investment Location ( SEIL ) for employment uses. Masterplans for core areas including Shawfield and Dalmarnock were produced in 2011. The Clyde Gateway Character and Values book sets our core principles . Together these support a long term strategy to tackle ingrained social and economic problems, by providing a framework for informed, evidence-based decisions and for physical regeneration.

Diagram of the evolving planning policy that affects Clyde Gateway

Economic regeneration of Clyde Gateway is driven by the Urban Regeneration Company ( URC ), a partnership form between Glasgow City Council, South Lanarkshire Council, Scottish Enterprise and the Scottish Government. The URC was established in 2008 following partnership activity 2004-07 and a commitment to physical, social and environmental regeneration which was made as a part of the Commonwealth Games bid. URC activity was initially adversely affected by the 2008/09 global financial crisis.

Major infrastructure projects have included the M74 Motorway completion, East End Regeneration Route, public transport projects, bridging of the River Clyde and major land remediation. Detailed infrastructure planning and engagement with agencies is critical in a regeneration area. Long run targets are for 10,000 new homes - in market-led formats - and for 0.4 million sq.m. of business space which is now 16% complete. Projects include new housing at the Commonwealth Games Athletes' Village, social rented housing in Bridgeton, and business space in Bridgeton, Clyde Gateway East and Police Scotland's headquarters. A wide range of interventions and funding sources has been used, although activity is now increasingly private sector-led, including institutional investment in completed development at Clyde Gateway East.

As a local example, the Shawfield area required ground-breaking chromium remediation then a 2012 masterplan for 65 hectares for a new national business district targeting 10,000 jobs. This was Scotland's largest planning application. Phase 1 pedestrian walkways and a bridge have been completed alongside streamlined planning consents for Class 4 and ancillary uses. A first new building at Shawfield, Red Tree Business Suites at Magenta Business Park (pictured) opened in 2018 and has significant occupier interest.

Red Tree Business Suites at Magenta Business Park

Place-making is embedded in Clyde Gateway through the suite of planning documents, in particular by 'the book' defining the area's four characters - river, crossings, history and density - and nine values. Delivery of place-making is via infrastructure-first and partnership working. Between 2008 and 2017, 239 hectares of land was remediated, local environmental projects were delivered and notable buildings re-purposed. Cunnigar Loop (pictured) [22] is a new woodland area on the banks of the River Clyde delivered by the URC and Forestry Commission Scotland. For the URC , good design and place-making works in tandem with securing development activity and should not create barriers.

Map of Cunnigar Loop, Glasgow, and around

Community engagement has been critical in Clyde Gateway. The strongest community interest is in tangible matters such as employment opportunities, positive changes to localities, and local services such as shops and schools. Clear benefits delivered include working with schools to match pupils to contractors and securing apprenticeships at Magenta Business Park. More than one-quarter of 5,100 new jobs have gone to local people. Two thousand people have participated in employability programmes, and nearly 5,000 in community engagement events [23] . Embedding benefits in these ways is shown to support planning activity much better than simply consulting to seek views.

Clyde Gateway is a major city area which required comprehensive social, physical and environmental regeneration following the collapse of heavy industry. That regeneration is now being delivered by the URC and via excellent partnership working [24] , and, increasingly, by the development industry. The quality and range of investment and places now emerging in Clyde Gateway testify that starting from huge disadvantage need not be a 'path dependency', and can be addressed through a long term, consistent, coordinated, plan-led programme.

Stromness, Orkney

The Orkney Islands are recognised in national planning policy as a significant asset. A series of planning policy initiatives and interventions since the early 2000s have focused on Stromness, one of two towns on the Mainland (the other being Kirkwall).

A public space in Stromness

The Stromness Urban Design Framework ( SUDF , extract pictured) was adopted as supplementary planning guidance in the 2011 Proposed Orkney Local Development Plan ( LDP ). The SUDF incorporates site specific development briefs and economic appraisals which establish core design principles, a spatial framework and incorporated community aspirations within a place-based strategy. Projects included Stromness Townscape Heritage Initiative ( THI ), Pierhead Regeneration, Stromness Primary School, Coop/Mart site redevelopment, Ness Battery and Orkney Research Campus.

Map of the Stromness Urban Design Framework

The Orkney Local Development Plan 2017 identifies and supports Stromness town centre for retail, commercial, leisure, office, community and cultural facilities, and allocates and safeguards specific sites. It makes provision for the SUDF to be reviewed and approved as supplementary guidance. Development briefs are again required for a number of sites.

This suite of documents provides plan-led guidance for development to follow. The SUDF was crucial as it created a design framework for local planning policy, land allocations and site specific guidance, allowing urban design principles to lead decision-making. The SUDF set out existing green space, urban links, green links and important places and focal points, supported by the views of the community.

Hierarchy of planning policy

Collaborative working was promoted through Team Stromness. This initiative was coordinated by the Council's Regeneration and Development Planning teams and was made up of senior officials, elected members and managers of key Council departments. Planning professionals were key in leadership and delivering outcomes.

Community engagement was led by the Stromness Town Centre Partnership through public consultation, events and information-gathering. These helped to catalyse to a number of projects, and led to the commissioning of the SUDF . Community input then informed the SUDF and the design process.

Economic activity supported by planning include redevelopment of the former Commercial Hotel to create new commercial floorspace in the town centre and the former Stromness Auction Mart being redeveloped to include retail. Additional amenities delivered include the New Stromness Primary School (pictured) developed on the waterfront and new council housing developments. Regeneration has encouraged visitors and brought jobs, culminating in a multi-million pound investment to create the Orkney Research Innovation Campus.

New Stromness Primary School

Place making was delivered not only through the SUDF and development briefs, but also the Stromness Townscape Heritage Initiative ( THI , 2009 and 2014). This aimed to "deliver community aspirations for an economically successful place ", through restoration of the towns historic fabric including a grant-assisted Conservation Area Regeneration Scheme and a Conservation Area Management Plan. The project was also delivered by Team Stromness, funded by £3.5 million largely from the Heritage Lottery Fund, Historic Scotland and Orkney Islands Council. In 2014 the Listed Buildings and Orkney Local List Supplementary Guidance won a Scottish Award for Quality in Planning.

Graham Place, Stromness, before and after restoration work

New civic space was also created at the Pierhead with public art and a performance stage as well as public buildings such as a public library and community service point.

The award-winning planning process incorporating the Stromness Urban Development Framework and the related collaboration and community engagement around a town-wide place making strategy were instrumental in delivering economy and place outcomes for the town and the Islands.

Since the research for this case study was undertaken, Stromness has won the RTPI 's Silver Jubilee Cup for 2018's outstanding project across thirteen UK categories.

Email: Eric Dawson

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