Case Studies

Case Instructions:

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 semester.

See the course schedule for due dates.  To complete a case analysis:

1. Select which question you will answer.  Make it very clear which question you are answering.  Answer one or two (max.) if you feel they are related.
2. Analyze the case in depth to answer the question(s).  Conduct additional research to support your analysis.  Your work must by evidence based.   Cite your sources.
3. Document your analysis as a slide deck (8-10 slides maximum). The first slide must include names of all team members and the case name in the top‐left corner.
4. Submit a hard copy of the assignment by the start of class on the due date.

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.

Teams will be formed for group work on case studies.  Students will form their own groups, within certain size limitations.

Kodak Questions:

1.  Evaluate Kodak’s strategy in traditional photography. Why has the company been so successful throughout the history of the industry?
2. Compare traditional photography to digital imaging and outline the main differences. How has value creation changed in digital photography relative to traditional?
3. Evaluate Kodak’s response to Sony’s introduction of the Mavica in 1981. Was it appropriate? Why / why not?
4. Explain why Fisher’s attempt to transform Kodak failed.
5. Would Kodak’s position be different had the company adopted a different strategy in the 80s and 90s, or was the actual outcome inevitable?

Siemens Questions:

1. Strategy:  Why did Siemens create an open innovation initiative?  What perceived problems was the initiative trying to solve?  What question or mandate would you imagine coming from senior leadership?
2. Measurement:  What metrics should be used at Siemens to access the effectiveness of open innovation?  Are they or should they be difference for each type of program?  Why?  What metrics would be meaningful for the senior leadership / management team?
3. Portfolio and Program Management:  Which programs went well and why?  Which programs should be discontinued and why?  Are there areas or opportunities for new programs?  Should Siemens make any course corrections in managing these programs?
4. Organization Design:  Should responsibility for open innovation be centralized (i.e. part of CT) or decentralized (be part of each business unit)? Outline your rationale.  What are the cultural considerations, and / or change management implications if any?