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This study sought to examine the effectiveness of a live case methodology for individuals engaged in executive development. In particular, the research examined whether ‘hard’ skills such as strategy could be developed by using a case study approach that is traditionally known for improving transferable or ‘soft’ skills. A three-day live case study was undertaken by 19 participants as part of an executive development programme on strategy. Through completion of both pre and post case study questionnaires, change scores on knowledge and understanding of a range of both ‘hard’ (strategy related) and ‘soft’ (transferable skills) skills and confidence to perform these skills effectively was calculated. The results clearly demonstrated that the use of the live case study was an excellent method for improving knowledge and understanding of strategy. However, the more surprising result was that with middle and senior managers on an executive education programme, the live case study did not significantly improve knowledge, understanding or confidence for transferable skills. The findings are discussed in relation to the current literature on the benefits of live cases, and the specific characteristics of the executive development cohort.

Recent decades have seen a welcome revival of scholarly interest in the Seven Years War (1756—63). This has not been accompanied, however, by sufficient appreciation of the burdens imposed by the fighting and the enormous impact of these upon the states which were at war. Drawing upon the abundant recent scholarship, this article argues that the adoption of an international and comparative perspective, together with an extension of the time frame within which consequences are assessed, makes clear that the Seven Years War was decisive for the European ancien régime. It drove governments to adopt new policies and to introduce fundamental reforms, and in some states stimulated opposition to established political authority.