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19 cases 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?
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Reference 6634
Published 15 Jan 2021
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.
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Reference 6579
Published 12 Aug 2020
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 charts the creation and development of ObEN, a Los Angeles start-up that offers two kinds of personal artificial intelligence avatars – consumer avatars that can be created by individuals on their smartphones, and avatars that recreate a celebrity persona (requiring more data).
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Reference 6562
Published 19 Mar 2020
Topic Strategy
Region North America
Industry Computer Software
The case charts the creation and development of ObEN, a Los Angeles start-up that offers two kinds of personal artificial intelligence avatars – consumer avatars that can be created by individuals on their smartphones, and avatars that recreate a celebrity persona (requiring more data).
Nintendo languished in last place during the console wars of the early 2000s, with game industry analysts suggesting that the Kyoto-based firm exit the gaming console market altogether. Instead, Nintendo used Blue Ocean Strategy to redefine market boundaries, creating the best-selling video-game console ever, the Nintendo Wii.
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Reference 6486
Published 02 May 2019
Topic Strategy
Region Asia
Industry Computer Games, Computer Software, Entertainment
Nintendo languished in last place during the console wars of the early 2000s, with game industry analysts suggesting that the Kyoto-based firm exit the gaming console market altogether. Instead, Nintendo used Blue Ocean Strategy to redefine market boundaries, creating the best-selling video-game console ever, the Nintendo Wii.
Preferred Networks, Inc. (PFN), a start-up specialized in deep learning technologies, a branch of artificial intelligence (AI) research, differentiated itself early on by aligning with Japan’s manufacturing might and bringing deep learning to the internet of things (IoT).
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Reference 6477
Published 30 Sep 2019
Topic Strategy
Region Asia
Industry Computer Software
Preferred Networks, Inc. (PFN), a start-up specialized in deep learning technologies, a branch of artificial intelligence (AI) research, differentiated itself early on by aligning with Japan’s manufacturing might and bringing deep learning to the internet of things (IoT).
The case focuses on blockchain (and distributed ledger technology or DLT) – a ‘hot’ area of fintech – and on R3 as a fintech consortium that includes some of the world’s largest banks, financial institutions and regulators. R3 started out as a family office in 2014 and evolved into a fintech company focused on the application of distributed ledger technology (DLT).
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Reference 6451
Published 23 Jan 2019
Topic Economics & Finance
Region Asia
Industry Computer Software, Financial Services, Banking
The case focuses on blockchain (and distributed ledger technology or DLT) – a ‘hot’ area of fintech – and on R3 as a fintech consortium that includes some of the world’s largest banks, financial institutions and regulators. R3 started out as a family office in 2014 and evolved into a fintech company focused on the application of distributed ledger technology (DLT).
Serial social entrepreneur Andreas Souvaliotis is looking at new ways to achieve his lifelong mission: to improve the health and wellness of his Canadian compatriots. His previous venture, Green Rewards, demonstrated the power of loyalty rewards to promote environmentally-conscious purchases.
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Reference 6424
Published 31 Aug 2018
Topic Marketing
Region North America
Serial social entrepreneur Andreas Souvaliotis is looking at new ways to achieve his lifelong mission: to improve the health and wellness of his Canadian compatriots. His previous venture, Green Rewards, demonstrated the power of loyalty rewards to promote environmentally-conscious purchases.
Scortex, a young start-up based in Paris, has developed an applied artificial intelligent (AI) solution for an industrial setting, combining hardware and machine learning. Its CEO is wondering how best to deploy the €1.8 million C-round financing it has raised.
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Reference 6337
Published 13 Feb 2019
Topic Strategy
Region Europe
Industry Computer Software, Industrial Automation, Computer Hardware
Scortex, a young start-up based in Paris, has developed an applied artificial intelligent (AI) solution for an industrial setting, combining hardware and machine learning. Its CEO is wondering how best to deploy the €1.8 million C-round financing it has raised.
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.
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Reference 5911
Published 28 Jan 2013
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?
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Reference 5810
Published 28 Apr 2014
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?
Xerox has been developing and implementing knowledge management (KM) systems since 1996 and has continued to do so despite the company's hard times and KM's tarnished image following the dotcom bust. Xerox wagered that 'knowledge' was the natural, higher role for 'the document' in the workplace, and the bet is paying off.
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Reference 5133
Published 01 Jan 2003
Topic Operations
Region North America
Industry Computer Software
Xerox has been developing and implementing knowledge management (KM) systems since 1996 and has continued to do so despite the company's hard times and KM's tarnished image following the dotcom bust. Xerox wagered that 'knowledge' was the natural, higher role for 'the document' in the workplace, and the bet is paying off.
The cases (A) & (B) describe the evolution of HP supply chain for its PC business in Europe between years 1992 and 1999 and the different initiatives: build-to-order, vendor-managed inventory, supply hubs, top value, channel assembly program, etc. What should be the next step in this highly competitive environment?
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Reference 4947
Published 15 Mar 2002
Topic Operations
Region Europe
Industry Computer Software
The cases (A) & (B) describe the evolution of HP supply chain for its PC business in Europe between years 1992 and 1999 and the different initiatives: build-to-order, vendor-managed inventory, supply hubs, top value, channel assembly program, etc. What should be the next step in this highly competitive environment?