The two companies started in 1995 to develop a new breakthrough technology for converting iron ore into pure iron. The project was extremely challenging because of complexity (a three-way joint venture involving three countries) and uncertainty (new technology posing unforeseeable complications). The case describes the difficulties to make the technology work.

The two companies started in 1995 to develop a new breakthrough technology for converting iron ore into pure iron. The project was extremely challenging because of complexity (a three-way joint venture involving 3 countries) and uncertainty (new technology posing unforeseeable complications). The case describes the difficulties to make the technology work.

IACo. is an aerospace company developing UAVs (Uninhabited Aerial Vehicles). The case describes the project of developing a bid for a large contract under severe time pressure. The case discusses project planning for rapid time-to-market.

Delta Electronics, an automotive supplier, moves from delivering components to integrated systems of hardware and software. The company is facing the entry of Sun's Java and Microsoft's Windows CE into automotive electronics. Delta must decide which of the two possible standards to follow, and understand how the entry of these software platforms changes its own competitive position.

The case describes how GemStone, a diamond producer, develops a set of performance measures for its research organization. Research performance measures are difficult to identify and implement because of uncertainty and delay of effects on business performance.

The case describes the evolution of the start-up company CargoLifter from the concept, to secured finding and the beginning of large scale technical development. The company has proven the concept of a new logistics market, the transport of very heavy and oversized cargo with a newly developed airship.

Acer, one of the top five notebook computer manufacturers in the world, operates in an extremely fast moving market with product life cycles of 6 months. The company faced a crisis because of an unfavorable product mix and time-to-market delays costing them significant revenues.

Please refer to part A for the abstract.

Crossair, a Swiss regional airline, has to decide on how to obtain a critical new technology, GPS. It can develop the technology in house (with a supplier) or source it from the open market in the year 2000. A discounted cash flow (DCF) analysis shows only a marginal benefit from developing the technology in house, which does not justify the management attention.

Business process reengineering (BPR) has been the most influential management movement of the 1990s. It has put management attention squarely on process specification, but has had little to say about process design evaluation. BPR design principles are often phrased as universal without qualifying when they are applicable and when not.