Case Study Analysis

In addition to preparing to discuss each of the assigned weekly case studies, you will work in groups to prepare an in‐depth analysis of 2 case studies during the course.

The case study is in the HBSP coursepack and it will include case study questions. Follow these guidelines:

1. Select a question or questions to answer. Formulate a clear focus question that you intend to answer during your presentation.
2. Analyze the case in depth to answer the question(s). Do additional research to support your analysis. Your work must be evidence based. Cite your sources.
3. Document your analysis as a PowerPoint presentation (10 slides maximum). The first slide must include a title, your team name, and the names of all team members.
4. Submit a soft copy by email and a hard copy with notes at the start of class on the due date.
5. Your presentation slides should be visually captivating. Text should be sparing and critical. Use the notes section to delve deeper into the subject, if necessary. Do not overload the slides with text. Use effective, original images. Don’t use clichés.

Since we are discussing the material in class, cases must be completed on time in order to receive credit. Late submissions will receive a failing grade.

Case #1: Google, Inc.

Answer these questions to help frame your presentation and formulate your focus question:

• The case describes several of Google’s products (search, gmail, etc.). What do they have in common? How would you describe Google’s core business?
• What is Google’s revenue model; how do they make money? Who are its customers? With this in mind, what is Google’s real product?
• Based on the material in the case, how would you describe Google’s strategy?
• How has Google created an organizational structure that fosters innovation?
• How does Google benefit from a network effect and which of its products are, in fact, platforms that rely on that effect?
• Given all the information in the reading, what should Google do?

Case #2: Open Innovation at Siemens:

• If you were in charge of open innovation at Siemens, which metrics would you use to measure your success? Which metrics would you favor if you were a Siemens board member?
• What do you think Siemens should do next? Are there specific open innovation initiatives that should be changed, dropped, or retained?
• Using the Siemens case as an example of pros and cons of open innovation, what should a company consider if it is considering a similar initiative?