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Innovation at Mahindra & Mahindra (B)
Thomke, Stefan; Luthra, Briana DoerrCase HBS-609067-EService and Operations ManagementSupplement to 609-065Starting at €5.74
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Dassault Systemes
Thomke, Stefan; Beyersdorfer, DanielaCase HBS-610080-EService and Operations ManagementDassault Systemes, a leader in product lifecycle management software, has enjoyed a very profitable business model in 3D engineering design. In the past, it has successfully managed market disruptions and opportunities through acquisition and organic innovations. Its latest brands, 3DVIA, offers 3D models and life-like experiences to a new non-professional client category, the consumer. In November 2009, President and CEO Bernard Charles has to d...Starting at €8.20
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Innovation Magic
Thomke, Stefan; Randal, JasonCase HBS-612099-EService and Operations ManagementWhy do certain product and service experiences seem like magic, making them all but destined for success, while other items languish on store shelves? For a better understanding of that, perhaps there's no better place to turn to than the world of magic. Consider that some professional magicians are constantly under pressure to come up with new "effects" that will wow the audience and ultimately result in a transformational customer experience. A...Starting at €8.20
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A. Lange & Sohne
Thomke, Stefan; Beyersdorfer, DanielaCase HBS-617058-EService and Operations ManagementThe case describes how A. Lange & Sohne became one of world's leading watch companies. Its obsession with quality and innovation were behind its initial rise in the 19th century and, after a 40-year involuntary hiatus under the East German regime, again at the end of the 20th century. In 2016 its current CEO Wilhelm Schmid and the heads of product development and production have to decide on how to price its innovative watch collection and how to...Starting at €8.20
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Innovation at Mahindra & Mahindra (C)
Thomke, Stefan; Luthra, Briana DoerrCase HBS-609068-EService and Operations ManagementSupplement to 609065Starting at €5.74
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Lotus F1 Team
Thomke, Stefan; Trichakis, Nikolaos; Lenhardt, Jerome; Beyersdorfer, DanielaCase HBS-616055-EService and Operations ManagementDescribes the detailed inner workings of a high performance Formula One (F1) racing team. It shows how Lotus F1 Team has been able to battle bigger rivals in a very fast-moving, highly regulated, and ultra-competitive environment, where winning races can come down to split seconds. The case explores all elements a of their high performance system: strategy, innovation, leadership, technology, engineering, and operations. Emphasis is placed on the...Starting at €8.20
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Pfizer Inc.: Building an Innovation Center
Thomke, Stefan; Nimgade, AshokCase HBS-609037-EService and Operations ManagementThe case describes Pfizer's efforts to build and run an innovation center in Cambridge, Massachusetts. As the center goes through different periods of leadership and strategic models, its relationship with the corporation and other research sites is explored. The case study describes in detail the challenges of building an innovation center within a large corporation, including organization, incentives, and scientific issues. Subjects Covered: I...Starting at €8.20
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Jorgen Vig Knudstorp: Reflections on LEGO's Transformation
Thomke, StefanCase HBS-620133-EStrategyStarting at €8.20
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Ferrari
Thomke, Stefan; Corsi, Elena; Nimgade, AshokCase HBS-618047-EKnowledge and CommunicationFerrari is among the world's most powerful brands but how the company operates has remained mysterious. The case reveals the inner workings of the company - the Ferrari Way - from the way it designs, produces, and markets its cars, to how its leadership team is driving future growth. Central to Ferrari's strategy is its response to disruptive changes in the automotive industry and their impact on the company's products and brand.Starting at €8.20
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Sony
Thomke, Stefan; Osanai, Atsushi; Kanno, AkikoCase HBS-618045-EKnowledge and CommunicationSony used to be synonymous with "innovation" and "cool products". The case reveals how the company lost its edge and describes the leadership initiatives to restore its former glory. In 2012, Kazuo (Kaz) Hirai becomes CEO and successfully transforms Sony, including a relentless focus on differentiation through "wow" products instead of chasing scale. How should he organize and manage the company's response to digital opportunities, such as virtua...Starting at €8.20