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16 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.
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?
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.
