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21 cases found.
Jean-Marc Frangos, Managing Director of Products & Services Research and Open Innovation at BT Group is looking to optimize the London-based telcom company’s external innovation process – scouting for new technologies from Silicon Valley, Israel and Asia.
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Reference 6397
Published 28 May 2018
Topic Strategy
Region Global
Industry Telecommunications
Jean-Marc Frangos, Managing Director of Products & Services Research and Open Innovation at BT Group is looking to optimize the London-based telcom company’s external innovation process – scouting for new technologies from Silicon Valley, Israel and Asia.
This note provides an introduction of strategy tools for the analysis of the business environment. The note covers tools for analysis of the macro-environement (PESTEL analysis, scenario development), analysis of industry attractiveness (market size and growth drivers, industry life cycle, industry value chain, five forces), and analysis of customer segments and specific competitors.
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Reference 6352
Published 27 Nov 2017
Topic Strategy
Region Global
Industry Business Supplies and Equipment
This note provides an introduction of strategy tools for the analysis of the business environment. The note covers tools for analysis of the macro-environement (PESTEL analysis, scenario development), analysis of industry attractiveness (market size and growth drivers, industry life cycle, industry value chain, five forces), and analysis of customer segments and specific competitors.
The case discusses different steps which Mastercard has followed in its digital transformation journey. They involve opportunity framing, creating innovation pathways, finding digital transformation opportunities, and innovation with partners within adaptive ecosystems.
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Reference 6348
Published 26 Feb 2018
Topic Strategy
Region Global
Industry Financial Services
The case discusses different steps which Mastercard has followed in its digital transformation journey. They involve opportunity framing, creating innovation pathways, finding digital transformation opportunities, and innovation with partners within adaptive ecosystems.
The case describes General Electric’s transformation from an industrial manufacturer to an industrial analytics giant. It opens in 2009 when CEO Jeff Immelt decides that GE, a hardware maker, needs to be more capable in software. The narrative traces his early efforts to consolidate and coordinate software capabilities in a central unit (GE Software Center) headed by Bill Ruh in Silicon Valley.
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Reference 6313
Published 24 Jul 2017
Topic Strategy
Region Global
Industry Industrial Automation, Internet
The case describes General Electric’s transformation from an industrial manufacturer to an industrial analytics giant. It opens in 2009 when CEO Jeff Immelt decides that GE, a hardware maker, needs to be more capable in software. The narrative traces his early efforts to consolidate and coordinate software capabilities in a central unit (GE Software Center) headed by Bill Ruh in Silicon Valley.
For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart.
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Reference 6304
Published 28 Aug 2017
Topic Strategy
Region Global
Industry Entertainment, Music
For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart.
The case focuses on the strategic challenges of Michelin as it seeks to regain global leadership of the tire industry, covering strategy and performance of the company since Jean-Dominique Sénard became CEO in 2012. It describes the dynamics of the global tire industry, the segmentation of the tire market and the main competitors. Michelin’s challenges in China are given particular attention.
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Reference 6280
Published 27 Feb 2017
Topic Strategy
Region Global
Industry Logistics and Supply Chain
The case focuses on the strategic challenges of Michelin as it seeks to regain global leadership of the tire industry, covering strategy and performance of the company since Jean-Dominique Sénard became CEO in 2012. It describes the dynamics of the global tire industry, the segmentation of the tire market and the main competitors. Michelin’s challenges in China are given particular attention.
The Tesla case provides multiple opportunities to discuss core strategy and innovation topics, such as:
• Patterns of innovation, e.g., new technologies competing to replace older generations
• Types of disruption, e.g., low-end versus high-end
• The innovation ecosystem, e.g., thinking beyond a single technology to the interdependence of an ecosystem of supporting technologies
• Systems strategy
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Reference 6174
Published 25 Jan 2016
Topic Strategy
Region Global
Industry Automotive, Transportation/Trucking/Railroad
The Tesla case provides multiple opportunities to discuss core strategy and innovation topics, such as:
• Patterns of innovation, e.g., new technologies competing to replace older generations
• Types of disruption, e.g., low-end versus high-end
• The innovation ecosystem, e.g., thinking beyond a single technology to the interdependence of an ecosystem of supporting technologies
• Systems strategy
Axiom, an innovative player providing legal services to corporates, develops service lines to provide lawyers on secondment to clients and managed services to outsource part of its clients' legal activities. Axiom's growth is placed in the broader context of changing client needs and competition in the corporate legal market.
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Reference 6077
Published 16 Dec 2015
Topic Strategy
Region Global
Industry Legal Services
Axiom, an innovative player providing legal services to corporates, develops service lines to provide lawyers on secondment to clients and managed services to outsource part of its clients' legal activities. Axiom's growth is placed in the broader context of changing client needs and competition in the corporate legal market.
This case illustrates that if companies wish to tap into latent demand and create organic growth, they must learn from noncustomers.
This case illustrates that if companies wish to tap into latent demand and create organic growth, they must learn from noncustomers.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
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.