Public sector cases are tricky because they feasibly be any case type (Product Launch - new service for citizens; M&A - merging two departments; even Profitability - cost cutting mandate). For any public sector case, I recommend:
- First identifying the type of case it is.
- Second, leverage your knowledge of the public sector as constraints/considerations.
Regards #2, you know that public perception is particularly important to consider in any public sector move. Additionally, you can count on bureacracy/slowness in implementation. You should identify the goal/mission of the organisation as well and keep this top of mind (if it loses money, but achieves it's goal of helping the poor, no problem). Howvever, just because the government sector doesn't have profit as a target, doesn't mean you should ignore the profit tree altogether - governments are still obliged to take into costs (and sometimes revneues) in decisions (example: setting up a public transport initiative). Don't get tricked into thinking you can't consider the economics of the case!
Other items to consider include, but are not limited to:
- Politlcal landscape (i.e. upcoming elections, special interest groups)
- Private-public partnerships
- International vs governmental vs state vs local partnerships/alignment
- Income = taxes/budgetary landscape
- Digitialization of government
In terms of resources, the UPenn Wharton 2011 casebook has a framework for public sector. It's split into:
- Strategic rationale (Mission of organisation and stakeholder reactions)
- Deal economics (planned investment and returns, if any)
- Other (Required capabilities and risks)
If you want some practice cases:
- Tepper 2008's "NGO Effectiveness"
- Colombia 2011's "MadeCasse"
Hope this helps, and please don't hesitate to ask any follow-up/clarifying questions!