This paper provides practical guidance on the implementation of the CSM (case study method) using the HBS (Harvard Business School) model. The analysis is based on the first-hand experience of the author as a user and implementer of this mode of instruction. The results are further validated with surveys given to MBA (Master of Business Administration) students and interviews given to HBS faculty members. The idea behind the CSM is to simulate a real case business scenario with the surrounding facts and constraints. As it is the case in the real world, the students operate in an environment in which they assume the role of managers who maneuver under pressure and make decisions with the understanding that their decisions could result in irreversible consequences. Ultimately, the HBS method intends to condition the students to become future managers through the acquisition of a combination of functional skills (e.g., strategic management skills), conceptual skills (e.g., decision-making skills), interpersonal skills (e.g., teamwork skills) and leadership skills (e.g., communication skills). (Contains 3 tables.)