In the SCS, marks go to answers that do exactly what the requirement asks, use the pre-seen and unseen information, develop each point and justify the recommendation. Think like an adviser to the Board, not like someone writing out a model. Writing more does not earn more; explaining why your advice is right for this business does.
When preparing for the Strategic Case Study, it is easy to get caught up in learning the technical content. You do need to know it. But the May and August 2026 examiner report shows that knowing the theory is only part of the job. The stronger answers took that knowledge and used it to deal with the situation in front of them.
First, understand the 60-minute structure
The exam has three 60-minute tasks, each worth 33 or 34 marks, and each usually split into two sub-tasks. Each sub-task has a percentage weighting that shows both the marks available and roughly how long to spend on it. For example, a 50% sub-task is about 30 minutes.
Use the weighting to judge how much time and detail each part deserves, so one part never eats the time you need for the next.
What can come up?
The SCS blueprint covers five core activities. Each carries 15% to 25% of the marks, and all five are tested in every exam. So don't try to guess which topic will appear or rely on memorised answers. You need enough technical knowledge to deal with different situations.
These topics, themes and types of unseen information have come up in past sittings, and they are a useful starting point for revision:
- Ethics
- Currency risk and interest rate risk
- Acquisitions and their implications
- Governance issues and board committees
- Risk-related decision making, and types of risk and their effects
- Stakeholder management
- Internal audit and internal controls
- Scenario planning
- Share price movements
- Raising finance: debt and equity
- Suitability, acceptability and feasibility (SAF) of strategic options
- Cyber security and cyber risk
- Dividend policy and the effect of changes
- ESG and sustainability reporting
This is not a list to predict or memorise. The same underlying topic can be tested in very different ways depending on the business situation and the unseen information.
The biggest mistake: answering the topic instead of the question
This came through clearly in the 2026 report. You might know SWOT, SAF, the BCG matrix, scenario planning or risk management really well. But explaining the model is not the same as answering the question.
For example, some candidates explained efficient market theory without linking it to Kwirtmak's share price movements. Others explained SAF but did not use it to decide whether the acquisition made sense.
Before you start writing, ask yourself: what is the business actually trying to decide or deal with here? That should drive your answer.
Follow the action word
The wording of the requirement tells you what the examiner expects you to do with your knowledge.
| Action word | What it asks you to do |
|---|---|
| Advise | Tell management what you think they should do, and why |
| Evaluate | Weigh up the issue and reach a conclusion |
| Recommend | Suggest a course of action and support it |
| Analyse | Break the issue down and explain what it means |
| Discuss | Consider the relevant sides before reaching a view |
| Develop | Take the point further and apply it to the situation |
| Examine | Consider why something is happening and what it could lead to |
Use the case properly
In the SCS, the pre-seen gives you the background and the unseen gives you the situation you now need to respond to. A good answer brings the two together.
Writing the company name into a sentence does not make an answer case-specific. You need to use the actual facts and explain why they matter. A useful way to think about each point: what is happening, why does it matter, what could happen next, and what should management do? The 2026 report repeatedly highlighted the value of using the specific information given rather than falling back on generic theory.
Think beyond the immediate problem
Don't stop at "what should the company do now?" Consider what could happen afterwards, who else might be affected, the wider business impact, the longer-term consequences, the strategic fit and the other options. The better answers in several 2026 variants did not just deal with the immediate issue. They considered where the decision could take the business next.
Develop your points
One-line statements are rarely enough for a strong SCS answer. Take "There could be reputational damage." That's a starting point. Now explain it: why could the damage happen, who could be affected, what could it mean for the business, and what should management do about it?
You don't need to turn every sentence into a paragraph. Just make sure your important points actually go somewhere.
Don't make your recommendation one-sided
Most strategic decisions have pros and cons. If you recommend something, show that you have thought about the other side too. Then explain why, given the company's situation, you would still choose your preferred option.
For example: "There are clear benefits to X, but there are also risks. Given the company's current position and strategy, I would still recommend X because..." That final reasoning matters. Don't just give the recommendation. Explain why it is the right one for this business.
What does a strong SCS answer look like?
| Higher-scoring answers | Lower-scoring answers |
|---|---|
| Answer the exact requirement | Answer the topic, not the question |
| Use relevant technical knowledge | Reproduce textbook theory |
| Use the pre-seen and unseen information | Give generic points |
| Develop and explain arguments | List one-line points |
| Consider both sides | Give one-sided arguments |
| Consider wider, longer-term effects | Focus only on the immediate issue |
| Give practical, realistic recommendations | Give vague recommendations |
| Justify conclusions | State conclusions without reasons |
| Write clearly and stay focused | Write more without adding substance |
Don't try to show everything you know
You still need strong technical knowledge. But the SCS isn't about fitting every relevant model or theory into your answer. Use the knowledge that helps you deal with the problem.
The 2026 marking guidance also makes clear that the indicative answer is not a checklist. Other valid approaches can earn credit if they properly address the requirement. So when you review a practice answer, don't ask "did I write everything in the indicative answer?" Ask "did I answer the question, use the case, develop my points and support my conclusion?"
What did May and August 2026 tell us?
Across the variants, stronger answers tended to use the specific information provided, connect the issue to the wider business, consider different stakeholders and viewpoints, develop their arguments, think about longer-term consequences, give practical recommendations and explain why their conclusions made sense.
Weaker answers were more likely to rely on generic theory, make brief points, give one-sided arguments, or answer something related to the question rather than the actual requirement.
A quick checklist for practice
After completing a task, ask yourself:
- Did I answer the actual requirement and follow the action word?
- Did I use the unseen information and link it to the pre-seen?
- Did I apply my technical knowledge to this specific situation?
- Did I develop my important points?
- Did I consider the wider and longer-term impact, and both sides where appropriate?
- Did I explain why my recommendation makes sense?
- Did I answer every part, clearly and in a way that's easy to follow?
The SCS mindset
When you sit down to answer an SCS task, don't think "which model do I need to write about?" Think "if I were advising the Board, what would I actually tell them?" Know your technical content, understand the business, use the new information, think through the consequences, and then give your recommendation.
Best of luck with your exam prep!
- Practise on real tasks: our free CIMA past papers database lists every SCS task from November 2021 to August 2026, with the topics to revise for each.
- See how the exam works step by step in the free SCS interactive guide.
- Our SCS course prepares you for the current sitting.
Practise on real past papers
Get every case study task from November 2021 to August 2026, with the topics to revise for each, free by email. Questions about your exam? Message us on WhatsApp.
Questions people ask
How long is each SCS task?
There are three 60-minute tasks, each worth 33 or 34 marks and usually split into two sub-tasks. Use each sub-task's weighting to plan your time: a 50% sub-task is about 30 minutes.
Which topics come up in the SCS?
All five core activities are tested in every exam. Past sittings have often covered ethics, risk, governance, acquisitions, finance raising, stakeholders and ESG, but the same topic can be tested in very different ways.
Do I need to match the indicative answer to score well?
No. The 2026 marking guidance says it is not a checklist. Other valid approaches earn credit if they properly address the requirement.
What separates higher-scoring SCS answers?
They answer the exact requirement, use the pre-seen and unseen information, develop their points, consider both sides and wider effects, and justify a practical recommendation.
