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15 case(s) found.
The notion that innovation is tied to creative destruction is embedded in the psyche of innovators and entrepreneurs, which is why individuals and companies instinctively focus on disruption in pursuit of innovation and growth. But is disruption the only way to innovate and create new markets? And is it the best way?
Reference 6634
Published 15 Jan 2021
Length 9 page(s)
Topic Strategy
Region Global
Industry Computer Games, Computer Software, Entertainment
The notion that innovation is tied to creative destruction is embedded in the psyche of innovators and entrepreneurs, which is why individuals and companies instinctively focus on disruption in pursuit of innovation and growth. But is disruption the only way to innovate and create new markets? And is it the best way?
This case explores the organizational practices of GitLab, an “all remote” company with more than 1,000 employees located in 59 countries. GitLab solves the challenges of employees working in an online-only environment by relying extensively on asynchronous modes of coordination.
Reference 6579
Published 12 Aug 2020
Length 9 page(s)
Region Global
Industry Computer Software
This case explores the organizational practices of GitLab, an “all remote” company with more than 1,000 employees located in 59 countries. GitLab solves the challenges of employees working in an online-only environment by relying extensively on asynchronous modes of coordination.
Promoted to manager of the Studio Cloud Tech government vertical commercial sales force in EMEA (covering North-Central Europe, Eastern-Southern Europe, Germany, France, Britain, Africa, Arab Nations and the Middle East), Sam Hanover is moving to London from his position as product manager at the cloud products division in Seattle.
Reference 6279
Published 26 Jun 2017
Length 9 page(s)
Topic Marketing
Region Global
Industry Computer Software
Promoted to manager of the Studio Cloud Tech government vertical commercial sales force in EMEA (covering North-Central Europe, Eastern-Southern Europe, Germany, France, Britain, Africa, Arab Nations and the Middle East), Sam Hanover is moving to London from his position as product manager at the cloud products division in Seattle.
In mid-2011, Steven Birdsall, then a 46-year old senior vice president at SAP, revives and scales up a neglected line of packaged software called Rapid Deployment Solutions (RDS), within the global $20 billion software giant.
Reference 6022
Published 20 Dec 2013
Length 11 page(s)
Topic Entrepreneurship
Region Global
Industry Computer Software, Information Technology and Services
In mid-2011, Steven Birdsall, then a 46-year old senior vice president at SAP, revives and scales up a neglected line of packaged software called Rapid Deployment Solutions (RDS), within the global $20 billion software giant.
This case illustrates that if companies wish to tap into latent demand and create organic growth, they must learn from noncustomers.
Reference 5952
Published 26 Feb 2013
Length 3 page(s)
Topic Strategy
Region Global
Industry Computer Software, Entertainment, Information Technology and Services
This case illustrates that if companies wish to tap into latent demand and create organic growth, they must learn from noncustomers.
The case describes a series of blue ocean strategic moves made by Salesforce.com in the CRM application market. In particular, the case addresses the concern of business executives over the applicability of blue ocean strategy in the B2B area. B2B managers often find that they are locked into providing products of certain types and specifications to their immediate customers.
Reference 5911
Published 28 Jan 2013
Length 11 page(s)
Topic Strategy
Region Global
Industry Computer Software
The case describes a series of blue ocean strategic moves made by Salesforce.com in the CRM application market. In particular, the case addresses the concern of business executives over the applicability of blue ocean strategy in the B2B area. B2B managers often find that they are locked into providing products of certain types and specifications to their immediate customers.
QlikTech, with its disruptive technology and business model, seems to have found a market niche in the mid-market business-to-business software segment. The big 5 market participants are now starting to offer the in-memory technology that QlikTech has built its business upon. In the light of the traditional vendors’ encroachment, can QlikTech’s growth be sustained?
Reference 5810
Published 28 Apr 2014
Length 13 page(s)
Topic Marketing
Region Global
Industry Computer Software
QlikTech, with its disruptive technology and business model, seems to have found a market niche in the mid-market business-to-business software segment. The big 5 market participants are now starting to offer the in-memory technology that QlikTech has built its business upon. In the light of the traditional vendors’ encroachment, can QlikTech’s growth be sustained?
In 2004, the CRM software industry is going through significant transition. Industry mergers and acquisitions are narrowing the market segments where smaller software developers and service providers may operate profitably.
Reference 5794
Published 20 Apr 2011
Length 32 page(s)
Topic Marketing
Region Global
Industry Computer Software
In 2004, the CRM software industry is going through significant transition. Industry mergers and acquisitions are narrowing the market segments where smaller software developers and service providers may operate profitably.
The case documents the international development of the world's leading enterprise software maker SAP. It discusses the evolution of the firm from its German roots to international delivery to now global architecture and operations. The core dilemma is how to realize teamwork and innovation on a global basis to sustain profitable growth and advance the firm to the next level.
Reference 5390
Published 17 Aug 2007
Length 17 page(s)
Topic Strategy
Region Global
Industry Computer Software
The case documents the international development of the world's leading enterprise software maker SAP. It discusses the evolution of the firm from its German roots to international delivery to now global architecture and operations. The core dilemma is how to realize teamwork and innovation on a global basis to sustain profitable growth and advance the firm to the next level.
Tetris Negotiation Howard Lincoln
Tetris Negotiation Minoru Arakawa This case is a three-person role-play exercise around the Elorg (USSR) and Nintendo of America negotiation. Nintendo has a two-person team. The primary issue is home video rights to Tetris; parties have secondary issues as well. A good lead-in to cross-cultural, negotiation and power issues.
Reference 4706
Published 01 Jun 1997
Length 2 page(s)
Region Global
Industry Computer Software, Entertainment, Information Technology and Services
Tetris Negotiation Howard Lincoln
Tetris Negotiation Minoru Arakawa This case is a three-person role-play exercise around the Elorg (USSR) and Nintendo of America negotiation. Nintendo has a two-person team. The primary issue is home video rights to Tetris; parties have secondary issues as well. A good lead-in to cross-cultural, negotiation and power issues.
Tetris Negotiation Howard Lincoln Tetris Negotiation Minoru Arakawa This case is a three-person role-play exercise around the Elorg (USSR) and Nintendo of America negotiation. Nintendo has a two-person team. The primary issue is home video rights to Tetris; parties have secondary issues as well. A good lead-in to cross-cultural, negotiation and power issues.
Reference 4706
Published 06 Jan 1997
Length 2 page(s)
Region Global
Industry Computer Software, Entertainment, Information Technology and Services
Tetris Negotiation Howard Lincoln Tetris Negotiation Minoru Arakawa This case is a three-person role-play exercise around the Elorg (USSR) and Nintendo of America negotiation. Nintendo has a two-person team. The primary issue is home video rights to Tetris; parties have secondary issues as well. A good lead-in to cross-cultural, negotiation and power issues.
Tetris Negotiation Howard Lincoln
Tetris Negotiation Minoru Arakawa This case is a three-person role-play exercise around the Elorg (USSR) and Nintendo of America negotiation. Nintendo has a two-person team. The primary issue is home video rights to Tetris; parties have secondary issues as well. A good lead-in to cross-cultural, negotiation and power issues.
Reference 4706
Published 06 Jan 1997
Length 2 page(s)
Region Global
Industry Computer Software, Entertainment, Information Technology and Services
Tetris Negotiation Howard Lincoln
Tetris Negotiation Minoru Arakawa This case is a three-person role-play exercise around the Elorg (USSR) and Nintendo of America negotiation. Nintendo has a two-person team. The primary issue is home video rights to Tetris; parties have secondary issues as well. A good lead-in to cross-cultural, negotiation and power issues.