When the pandemic suddenly displaced hundreds of students from INSEAD campuses, the INSEAD VR Initiative went into immediate action. With courses shutting down at lightning speed, everyone wanted a VR headset. The Hardware solution was narrowed down to two competing VR brands, Oculus by Facebook, and Pico, manufactured by a small Chinese hardware company. But instead of a simple decision based on price points and logistical availabilities, it was clear that the choice would be between two entirely different ecosystems. To make the right decision fast a coherent business strategy had to be developed, integrating the chosen ecosystem into the existing operational structure. This case is based on a framework developed by Andrew Shipilov, a professor of strategy at INSEAD.
- Illustrating the challenges facing ecosystem builders
- Understanding the five key roles of Corporate Ecosystems
- How to build the Right Ecosystem for Innovation
- Experience the advantages and capabilities of VR immersive learning
Unique Features
- Self-Navigation
- Creativity & Innovation
- Entrepreneurship
- Governance
- Strategy
- Digital Transformation
-
AR2023
