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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business School Cases — Management of Information Systems  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    KPMG Peat Marwick: The Shadow Partner   Add   View  12 pp.  Case Author(s): Eccles, Robert G.; Gladstone, Julie Publication Date: 07/15/1991 Revision Date: 10/05/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 492002 Geographic Setting: New York Number of Employees: 6,000 Event Year Start: 1991 Event Year End: 1991 Subjects: Decision analysis; Project management; Information systems; Systems design; Implementing strategy Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (196046), 7p, by Richard L. Nolan; Case Teaching Note, (196066), 14p, by Lynda M. Applegate, Richard L. Nolan, Janis L. Gogan Product Description: KPMG Peat Marwick executives needed to decide whether to fund full development of “The Shadow Partner,” the name coined to describe a worldwide information network that would link all KPMG professionals to each other and to a wealth of data bases and information services. Partners, by sharing and gathering information through the network, would be able to use the entire company's knowledge and experience to serve clients. Many partners felt that implementation of the shadow partner was vital, as clients had greater demands and competition in the accounting industry had escalated. Other partners questioned the necessity of the shadow partner. The firm had committed to establishing a technology committee to investigate shadow partner design and cost. Since the firm was a partnership, the partners eventually had to decide whether, and to what extent, to support shadow partner implementation.    Merged Datasets: An Analytic Tool for Evidence-Based Management   Add   View  21 pp.  Case Author(s): Morrel-Samuels, Palmer ; Francis, Ed ; Shucard, Steve Publication Date: 11/01/2009 Product Type: Case Publisher: California Management Review HBS Number: CMR443 Subjects: Decision making; Quantitative analysis; Data bases; Data processing; Tools & methodologies Academic Discipline: Management of Information Systems Product Description: Many businesses fail to merge and analyze data effectively. When data are merged from diverse independent sources across a business-something that is now practical and inexpensive-it becomes possible to conduct rigorous pretest-posttest comparisons of complex datasets with a precision, speed, and breadth that have not been practical until now. This article describes a method for merging independent datasets and using the compiled data to run informative quantitative analyses that facilitate sound decision making. This approach can help support several critical tasks in evidence-based management: documenting changes in the corporate culture; measuring linkages between “soft” perceptual variables and “hard” performance metrics; conducting rigorous pretest-posttest comparisons; and evaluating program effectiveness.    The fairyland of Second Life: Virtual social worlds and how to use them   Add   View  10 pp.  Case Author(s): Kaplan, Andreas M.; Haenlein, Michael Publication Date: 11/15/2009 Product Type: Case Publisher: Business Horizons/Indiana Univ. HBS Number: BH358 Subjects: Virtual communities; Information & technology; Social media Academic Discipline: Management of Information Systems Product Description: Virtual social worlds, such as the Internet site Second Life, have acquired a high degree of popularity in the popular and business press. In this article we address the increasing importance of virtual social worlds, and discuss how companies can make use of their potential. We first present how virtual social worlds evolved historically, how they fit into the postmodern paradigm of our time, and how they differ from other social media, such as content communities (e.g., YouTube), social networking sites and blogs (e.g., Facebook), collaborative projects (e.g., Wikipedia), and virtual game worlds (e.g., World of Warcraft). We subsequently present how firms can make use of virtual social worlds in the areas of advertising/communication, virtual product sales (v-Commerce), marketing research, human resources, and internal process management. We also highlight the points companies should pay particular attention to in their activities, the 5Cs of success in virtual social worlds, and the future evolutions that we expect to shape this sector over the next 5-10 years: a trend towards standardization and interoperability, improvements in software usability, increasing interconnection between reality and virtual worlds, establishment of law and order, and the transformation of virtual social worlds to business hubs of the future.    Mrs. Fields, Inc. — 1993   Add   View  2 pp.  Case Author(s): Applegate, Lynda M.; Pearlson, Keri; Purchia, Randi Wade Publication Date: 06/07/1994 Revision Date: 10/23/2001 Product Type: Supplement (Pub Mat) Publisher: Harvard Business School HBS Number: 194066 Subjects: Information management; Information systems; Information & technology Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (195017), 18p, by Lynda M. Applegate Product Description: A compilation of press remarks that detail the changes in control and management initiated by the company.    Green IT Matters at Wipro Ltd.   Add   View  22 pp.  Case Author(s): Bose, Indranil ; Chandrasekhar, Ramasastry Publication Date: 11/24/2009 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU875 Geographic Setting: India Subjects: IT management; Global warming Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (HKU876), 12p, by Indranil Bose, Ramasastry Chandrasekhar Product Description: The head of the Green IT team at Wipro Ltd, a leading IT services company headquartered in Bangalore, India, is facing dilemmas with regard to the company's goal of becoming carbon neutral by 2014. The green computing program has been in operation for over a year at Wipro, but the strategy remains inadequate. On the positive side, a strategy is in place, an organizational structure has been put together and virtual staff members have been enlisted. However, the company has not yet developed a core set of skills in green computing. A shared belief is not resonating across the organization, there are no systems with which to measure and monitor the progress of green computing, and execution is falling short. This case provides background for understanding the inception and implementation of Wipro's green strategy and enables students to analyze the situation from the perspective of a team leader who is expected to deliver results.    Codelco Copper Mines   Add   View  19 pp.  Case Author(s): Upton, David M.; Upton, David M.; Staats, Bradley R.; Fuller, Virginia A. Publication Date: 08/08/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 608053 Geographic Setting: Chile Number of Employees: 17,000 Gross Revenue: $10.5 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Organizational change; Information systems; Information & technology; Production processes; Outsourcing Academic Discipline: Management of Information Systems Product Description: Codelco was a Chilean copper-mining company, widely considered to be one of the most professionally managed firms in South America in spite of the fact that it was 100% government-owned. A $10.5 billion company in 2005, Codelco faced the challenge of incorporating information technology into its production processes, which had historically been very manual in nature. CEO Juan Villarzu's initial turnaround attempts introduced a customer-centric corporate culture to his ranks, but he was still challenged by how to create an outsourcing strategy given his location and the traditionally low IT-to-total-spending ratio in the mining industry. Villarzu envisioned moving to a robust IT architecture, enhancing the solutions that were available, identifying further needs in the company and deciding how to fix them, and working together with Codelco's business processes to assess, plan, and build new IT projects.    Procter & Gamble: Improving Consumer Value Through Process Redesign   Add   View  20 pp.  Case Author(s): McKenney, James L.; Clark, Theodore H. Publication Date: 03/31/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 195126 Geographic Setting: Ohio Gross Revenue: $30 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Vertical integration; Organizational design; Logistics; Information & technology; Process analysis Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (396083), 3p, by F. Warren McFarlan Product Description: The evolution of Proctor & Gamble's development of efficient consumer response (ECR) involved a series of trials, a resolve to distribute diapers on the basis of product movement, a conscious effort to move to a new means of distribution across all lines, a first cut at a new system, and finally, the development of the existing mix of integrated IT systems linking the value chain from factory to shelf.    Medtronic Vision 2010   Add   View  29 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 09/24/2006 Revision Date: 04/30/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 807051 Geographic Setting: United States Gross Revenue: $2 billion revenues Event Year Start: 1999 Event Year End: 2000 Subjects: Technology; Organizational change; Internet Academic Discipline: Management of Information Systems Supplementary Materials: Spreadsheet Supplement, (808703), 0p, by Lynda M. Applegate, James Zietler Product Description: Describes the company's year-long efforts to transition from a medical device company selling products to physicians for use with patients suffering chronic end-stage disease, to a medical technology company providing life-long solutions for people with chronic diseases. With the new vision setting direction, the CEO calls for business plans to implement that vision. Enables readers to analyze the business plan and make recommendations for funding. Rewritten version of earlier supplements.    Strategic IT Transformation at Accenture   Add   View  18 pp.  Case Author(s): Jeffery, Mark; Fisher, Daniel; Granot, Mirron; Kadyan, Anuj; Pho, Albert; Vasquez, Carlos Publication Date: 02/17/2010 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL471 Geographic Setting: United States; Illinois Subjects: Organizational culture; Enterprise systems; IT infrastructure; IT management; CIO Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (KEL472), 10p, by Mark Jeffery Product Description: In 2001 Accenture took the bold step of separating from its parent, Arthur Andersen. The new firm that emerged had a bright future ahead, but it also faced the challenge of building a new IT infrastructure that could support a global organization that consults on leading-edge technology. Accenture's CIO at the time, Ed Schreck, knew that becoming a master of your own trade was not an easy task. Frank Modruson, Schreck's successor and the person responsible for carrying forward the IT transformation challenge from 2002 on, had ambitious plans for the new technology infrastructure that was to replace Arthur Andersen's legacy systems. Difficult decisions had to be made. Should the firm continue with a decentralized approach to managing technology platforms, in which each country chooses its own IT platforms and has autonomy to run them? Or should the firm take a mixed approach, in which the same standard applications would run throughout the enterprise but would be managed independently by individual offices? Or should Accenture espouse a “one-firm” approach and boldly shoot for a centralized implementation of its most critical systems, with all its offices interconnected on the same “instance” of a software platform? Furthermore, should the firm retain its traditional conception of IT as cost center, or should it migrate to a scheme that recogni    Frito-Lay, Inc.: A Strategic Transition (Consolidated)   Add   View  83 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 01/08/1993 Revision Date: 07/28/1993 Product Type: Case Publisher: Harvard Business School HBS Number: 193040 Geographic Setting: Texas Gross Revenue: $2.5 billion sales Event Year Start: 1986 Event Year End: 1986 Subjects: Organizational change; Information systems; Information & technology; Implementing strategy Academic Discipline: Management of Information Systems Product Description: The setting is a food manufacturing company that has stumbled in terms of its historic growth and profit achievements. In trying to recapture its momentum, the president has used information technology as one element in his program of transition. The case focuses on the strategic problem and setting, the use of information technology for organizational change, and the associated implementation problems.    Frito-Lay, Inc.: A Strategic Transition (C)   Add   View  20 pp.  Case Author(s): Applegate, Lynda M.; Wishart, Nicole Publication Date: 12/08/1989 Revision Date: 02/24/1993 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 190071 Geographic Setting: Texas Gross Revenue: $3.5 billion sales Event Year Start: 1989 Event Year End: 1989 Subjects: Technology; Organizational change; Information systems; Information & technology Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (190200), 26p, by Lynda M. Applegate; Video Supplement, (891510), 0p, by Frito-Lay Product Description: In 1989, Frito-Lay designed an information technology infrastructure to support time-based competition and organizational restructuring. The company planned to provide timely flexible information to all major decision makers at all levels. This case describes the information support architecture and its anticipated effects.    Frito-Lay, Inc.: A Strategic Transition (A) (Updated)   Add   View  21 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 02/24/1993 Revision Date: 03/11/1993 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 193129 Geographic Setting: Texas Gross Revenue: $2.5 billion sales Event Year Start: 1986 Event Year End: 1986 Subjects: Organizational change; Information systems; Information & technology; Implementing strategy Academic Discipline: Management of Information Systems Supplementary Materials: Supplement, (187123), 8p, by Jane Linder Product Description: The setting is a food manufacturing company that has stumbled in terms of its historic growth and profit achievements. In trying to recapture momentum, the president has used information technology as one element in his program of transition. The case focuses on the strategic problem and setting, the use of information technology for organizational change, and the associated implementation problems.    Ford Argentina: Transforming a Global Industry in a Local Market   Add   View  28 pp.  Case Author(s): Applegate, Lynda M.; Etchard, Paula; Berasategui, Laureano; Montealegre, Ramiro Publication Date: 06/30/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 803093 Geographic Setting: South America Subjects: Organizational behavior; Entrepreneurship; Leadership; Alliances; Business models; New economy Academic Discipline: Management of Information Systems Product Description: The president of Ford Argentina has to decide on the e-business approach at this subsidiary of Ford Motor Co. The approach must take into consideration the ambitious global e-business transformation proposed by the parent company within the context of a major economic crisis suffered in Argentina.    Designing and Managing the Information Age IT Architecture   Add   View  24 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 08/15/1995 Revision Date: 09/26/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 196005 Subjects: Technological change; Organizational design; Organizational change; Information & technology Academic Discipline: Management of Information Systems Product Description: The co-evolution of technology, work, and the workforce over the past 30 years has dramatically influenced our concept of organizations and the industries within which they compete. No longer simply a tool to support “back-office” transactions, IT has become a strategic part of most businesses, enabling the redefinition of markets and industries and the strategies and designs of firms competing within them. But to achieve these information age benefits, companies must adopt information age technology architectures. Organizations must radically transform outdated IT architectures and the IT organizations required to support them. This technological transformation is every bit as daunting as the organizational transformation. This note describes general frameworks and concepts that managers can use to analyze their existing IT architecture and to define and manage the IT architecture required to support the information processing requirements of the Information Age organization.    Connor Formed Metal Products   Add   View  20 pp.  Case Author(s): Applegate, Lynda M.; Stoddard, Donna B.; Conrad, Melinda B. Publication Date: 05/14/1993 Revision Date: 10/16/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 193003 Geographic Setting: United States Gross Revenue: $17 million revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Order processing; Employee stock ownership plans; Information systems; Manufacturing; Production planning Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (196064), 25p, by Lynda M. Applegate, Sarah B. Gant Product Description: Connor Formed Metal Products was a small, privately owned manufacturer of custom metal springs and stampings. Since becoming president in 1984, Bob Sloss had implemented many changes to the company's organizational structure, management control systems, and information systems. In particular, he introduced a computer system in one plant to track product jobs through the manufacturing process. Employees at every function and level of the company could access information about a particular customer or job. In 1990, Sloss wondered whether to roll out this system in the company's four other plants.    Chemical Bank: Technology Support for Cooperative Work   Add   View  30 pp.  Case Author(s): Applegate, Lynda M.; Stoddard, Donna B. Publication Date: 03/02/1993 Revision Date: 09/15/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 193131 Geographic Setting: United States Subjects: Information systems Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (196070), 12p, by Lynda M. Applegate Product Description: Describes the organization and IT environment that Bruce Hasenyager found when he arrived at Chemical Bank. Goes on to explain his decision for implementing Lotus Notes as an “indispensable” management tool. Software is available: Order No. 9-196-701 (Windows version) or 9-196-702 (Macintosh version), $20.00 (educ. $10).    Canadian Airlines: Reservations About Its Future (B)   Add   View  2 pp.  Case Author(s): McFarlan, F. Warren; Copeland, Duncan G.; Applegate, Lynda M.; Marshall, Christopher L. Publication Date: 11/04/1994 Revision Date: 08/16/1995 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 195102 Geographic Setting: Canada Subjects: Competition; Information systems Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (196050), 3p, by F. Warren McFarlan Product Description: Describes the outcome of Canadian Airlines' efforts to survive.    Data.gov   Add   View  20 pp.  Case Author(s): Lakhani, Karim R.; Austin, Robert D.; Yi, Yumi Publication Date: 05/07/2010 Revision Date: 05/13/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610075 Geographic Setting: United States Event Year Start: 2010 Subjects: Innovation; Knowledge management; Information systems; Information & technology; Government Academic Discipline: Management of Information Systems Product Description: To maximize their effectiveness, color cases should be printed in color. This case presents the logic and execution underlying the launch of Data.gov, an instantiation of President Obama's initiative for transparency and open government. The process used by Vivek Kundra, the federal CIO, and his team to rapidly develop the website and to make available high-value data sets for reuse is highlighted. The case recounts Kundra's experience at the state and local government levels in developing open data initiatives and the application of that experience to the federal government. The case demonstrates the benefits of making government data available in terms of both engaged citizens and the potential for new innovations from the private sector. Potential drawbacks of open access including security and privacy issues are illustrated. Issues related to the role of government in releasing data and the balance between accountability and private-sector innovation are explored.    Westinghouse Electric Corp.: Automating the Capital Budgeting Process (B2)   Add   View  2 pp.  Case Author(s): Applegate, Lynda M.; Hertenstein, Julie H.; Wishart, Nicole; Addonizio, Mary Publication Date: 01/19/1989 Revision Date: 06/17/1995 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 189121 Subjects: Capital budgeting; Technology; Resource management; Information systems Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (190151), 34p, by Lynda M. Applegate, Julie H. Hertenstein Product Description: Gives the voting results for the Power Systems Division's Vax System upgrade project.    ToyWorld, Inc.: Information Technology Planning   Add   View  16 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 05/25/1995 Revision Date: 03/20/1996 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 195262 Geographic Setting: United States Gross Revenue: $1 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Planning systems; Strategic planning; Logistics; Information systems; Information & technology Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (396216), 9p, by Lynda M. Applegate Product Description: ToyWorld, a fast growing retailer, was revitalizing its information technology (IT) infrastructure and called in AT&T to help plan for the future. Five strategic alternatives for use of information and communications technology were identified through value chain analysis and use of proprietary AT&T methodology. While two could be implemented by ToyWorld action alone, two would require external cooperation, and one represented an entirely new (but related) line of business.    Technology for Teams   Add   View  10 pp.  Case Author(s): Applegate, Lynda M.; Bock, Geoffrey Publication Date: 07/14/1995 Revision Date: 09/13/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 196008 Subjects: Technology; Teams; Information systems; Information & technology Academic Discipline: Management of Information Systems Product Description: The importance of groups in organizations has long been recognized but, until recently, groups were always “tacked onto” organizations that were designed around individuals. It was not just the logic of classical organizational theory that perpetuated this focus on the individual; the entire entrepreneurial tradition of U.S. society and culture supported it. Recently, companies have begun to break down these traditional organizational and cultural barriers and to recognize teams as a formal unit of the organizational structure. While autonomous (or semi-autonomous) work teams have operated within manufacturing environments for several decades, more recently companies like General Electric, IBM, and Frito-Lay have attempted to create “empowered” work teams as the basic unit of organizational work throughout their organizations. As companies attempt to formally recognize the team as a structural unit of the organization, they are also forced to reevaluate organizational processes and structures that detract from effective group functioning. A growing number of companies are finding that technology can be an important tool for facilitating team processes.    Singapore Unlimited: Building the National Information Infrastructure   Add   View  30 pp.  Case Author(s): Applegate, Lynda M.; Neo, Boon-Siong; King, John; Knoop, Carin-Isabel Publication Date: 10/06/1995 Revision Date: 10/16/1996 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 196012 Geographic Setting: Singapore Subjects: Government policy; Information systems; Information & technology Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (195025), 25p, by Lynda M. Applegate; Case Teaching Note, (399098), 26p, by Lynda M. Applegate Product Description: Describes the actions taken by the government of Singapore to enable the country to survive and prosper after it achieved independence in the late 1960s. Recognizing that its small size, limited natural resources, but excellent location placed it in a vulnerable position, the prime minister, Lee Kuan Yew, defined a vision for the country as an information, trade, and business hub for Southeast Asia. This case describes the evolution of the vision, organization, and IT infrastructure as Singapore attempts to extend its influence and reach outside its national boundaries.    Singapore TradeNet: The Tale Continues   Add   View  10 pp.  Case Author(s): Applegate, Lynda M.; Neo, Boon-Siong; King, John Publication Date: 03/25/1993 Revision Date: 06/29/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 193136 Geographic Setting: Singapore Event Year Start: 1989 Event Year End: 1992 Subjects: Government policy; International trade; Information systems Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (195025), 25p, by Lynda M. Applegate Product Description: Continues the story of Singapore Network Services Pte. Ltd. (SNS), which was created to initiate and manage the creation of value-added networks for trade and other aspects of commerce in the island nation of Singapore. SNS built on its TradeNet experience to develop and implement networks for other sectors of the Singapore economy, mostly in profit-sharing partnership arrangements with government departments and industry associations. New EDI networks were developed in health care, legal, retailing, and manufacturing sectors.    Singapore TradeNet: Beyond TradeNet to the Intelligent Island   Add   View  14 pp.  Case Author(s): Applegate, Lynda M.; Neo, Boon-Siong; King, John Publication Date: 10/10/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 196105 Geographic Setting: Singapore Subjects: Government policy; Information systems; Information & technology Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (195025), 25p, by Lynda M. Applegate Product Description: Describes the actions taken by the government of Singapore to enable the country to survive and prosper after it achieved independence in the late 1960s. Recognizing that its small size, limited natural resources, but excellent location placed it in a vulnerable position, the prime minister, Lee Kuan Yew, defined a vision for the country as an information, trade, and business hub for Southeast Asia. TradeNet is an interesting class of IT system that possesses two distinct components: first, it is an example of an interorganizational strategic application that forms the core of a successful redesign of the trade process, which solidifies the country's position as a transshipment port for Southeast Asia; second, TradeNet also provides an information management and communication infrastructure that can be used to create additional strategic applications. This case relates how Singapore is continuing to implement its IT2000 National Information Infrastructure Plan in 1995.    Managing Information Technology in the 1990s: Information Management   Add   View  14 pp.  Case Author(s): Applegate, Lynda M.; Bock, Geoffrey Publication Date: 08/14/1995 Revision Date: 08/31/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 196036 Subjects: Information systems; Information & technology Academic Discipline: Management of Information Systems Product Description: Provides an overview of information management technology, including hierarchical, relational, and object-oriented databases, document management systems, and hypertext.    Managing in an Information Age: Organizational Challenges and Opportunities   Add   View  20 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 08/15/1995 Revision Date: 09/25/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 196002 Subjects: Technological change; Organizational design; Organizational change; Information & technology Academic Discipline: Management of Information Systems Product Description: Managers and management theorists spent the majority of this century building and perfecting the hierarchy; however, if we believe the press, they now appear to be engaged in destroying it. While many proclaim the dawning of the “Information Age” organization and the fading of the hierarchical organization as a trend of the 1990s, the roots of these changes can be traced to the 1950s. This note provides an overview of the organizational design challenges that firms face in the 1990s, their historical roots, and the characteristics of the emerging Information Age organization model.    Managing in an Information Age: IT Challenges and Opportunities   Add   View  20 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 08/08/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 196004 Subjects: Restructuring; Technological change; Organizational design; Organizational change; Information & technology Academic Discipline: Management of Information Systems Product Description: The co-evolution of technology, work, and the workforce over the past 30 years has dramatically influenced our concept of organizations and the industries within which they compete. No longer simply a tool to support “back-office” transactions, IT has become a strategic part of most businesses, enabling the redefinition of markets and industries and the strategies and designs of firms competing within them. But to achieve these information age benefits, companies must adopt information age technology architectures. Organizations must radically transform outdated IT architectures and the IT organizations required to support them. The technological transformation is every bit as daunting as the organizational transformation. This note, along with Designing and Managing the Information Age IT Architecture, describes general frameworks and concepts that managers can use to analyze their existing IT architecture and to define and manage the IT architecture required to support the information processing requirements of the Information Age organization.    Management Support Systems   Add   View  10 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 03/06/1989 Revision Date: 09/05/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 189159 Subjects: Technology; Information systems Academic Discipline: Management of Information Systems Product Description: Provides a technical overview of executive information systems.    General Electric Canada: Designing a New Organization   Add   View  24 pp.  Case Author(s): Applegate, Lynda M.; Cash, James I., Jr. Publication Date: 01/18/1989 Revision Date: 03/21/1991 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 189138 Geographic Setting: Ontario Gross Revenue: $1.7 billion 1987 sales Event Year Start: 1985 Event Year End: 1989 Subjects: Technology; Teams; Organizational design; Information systems; Information & technology Academic Discipline: Management of Information Systems Product Description: General Electric Canada used sociotechnical design techniques to restructure its financial, administrative, facilities, and information technology service from a decentralized, hierarchical organization to a centralized organization composed of self-managing, multi-skilled work teams. The case explores the role of information technology in supporting and enabling the intensive information sharing and communication required by the new organization design.    Frito-Lay, Inc.: The Navigator Project (B)   Add   View  2 pp.  Case Author(s): Applegate, Lynda M.; Mason, Richard O.; Conrad, Melinda B. Publication Date: 06/29/1993 Revision Date: 04/10/1994 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 193085 Subjects: Organizational change; Information systems; Implementing strategy Academic Discipline: Management of Information Systems Product Description: Supplements the (A) case.    Frito-Lay, Inc.: The Navigator Project (A)   Add   View  34 pp.  Case Author(s): Applegate, Lynda M.; Mason, Richard O.; Conrad, Melinda B. Publication Date: 06/29/1993 Revision Date: 12/08/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 193025 Geographic Setting: United States Gross Revenue: $5 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Organizational change; Information systems; Implementing strategy Academic Discipline: Management of Information Systems Supplementary Materials: Supplement, (193085), 2p, by Melinda B. Conrad Product Description: Provides an overview of the company's recent organizational changes followed by a discussion of the company's new sales promotion software, “Promotion Planner.” The president of Frito-Lay's central division must decide how he should proceed with the rollout of this new technology.    Frito-Lay, Inc.: A Strategic Transition — 1990-92   Add   View  18 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 04/22/1994 Revision Date: 10/22/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 194109 Geographic Setting: United States Gross Revenue: $6.1 billion revenues Event Year Start: 1990 Event Year End: 1992 Subjects: Organizational change; Information systems; Information & technology; Implementing strategy Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (195016), 40p, by Lynda M. Applegate Product Description: Describes the changes in structure, management systems, people, and processes instituted by the company. Provides students with an opportunity to explore the nature of “IT-enabled” organizational change and the process through which it is implemented. Also enables a more general discussion of the challenges that companies face in organizing and managing in the 1990s and the actions that they are taking to meet those challenges. Affords an opportunity to confront the rhetoric of the emergence of a “new organization paradigm” with the reality.    Frito-Lay, Inc.: A Strategic Transition — 1987-89   Add   View  21 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 04/20/1994 Revision Date: 10/29/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 194108 Geographic Setting: United States Gross Revenue: $4.2 billion revenues Event Year Start: 1987 Event Year End: 1989 Subjects: Organizational change; Information systems; Information & technology; Implementing strategy Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (195015), 36p, by Lynda M. Applegate Product Description: Describes the actions taken by the new CEO to return the company to profitability, to clarify the vision, and then to build the infrastructure (human, capital, and information) needed to support the long-term change in strategy and organization. Ends with senior management poised to institute a second round of organizational change initiatives — this time more radical in nature. Provides a rich description of the evolutionary nature of the vision for change and the development of the organizational and information infrastructure needed to support it. Students have an opportunity to define a detailed change agenda (e.g., specific changes in organization structure, management systems, people, processes, and information) and the actions needed to implement it.    Frito-Lay, Inc.: A Strategic Transition — 1980-86   Add   View  30 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 04/20/1994 Revision Date: 10/22/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 194107 Geographic Setting: United States Gross Revenue: $3 billion revenues Event Year Start: 1980 Event Year End: 1986 Subjects: Organizational change; Information systems; Information & technology; Implementing strategy Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (195014), 27p, by Lynda M. Applegate Product Description: Describes the environmental, organizational, and information technology context in the late 1970s that led to the development of the initial vision for change and the actions taken to implement that vision. The case ends with the abrupt departure of the CEO as profits plunge. Students have an opportunity to explore what went wrong and to define an action plan that addresses both the short-term and long-term challenges faced by the incoming CEO.    Frito-Lay, Inc.: A Strategic Transition (D)   Add   View  44 pp.  Case Author(s): Applegate, Lynda M.; Conrad, Melinda B.; Osborn, Charles Publication Date: 09/29/1992 Revision Date: 07/28/1993 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 193004 Geographic Setting: Texas Gross Revenue: $3.5 billion sales Event Year Start: 1990 Event Year End: 1991 Subjects: Technology; Organizational change; Information systems; Information & technology Academic Discipline: Management of Information Systems Product Description: Provides a thorough overview of the company's 1990 and 1991 reorganizations and the resulting demand for information technology in lower levels of the organization. Closes with a discussion of Frito-Lay's most recent information technology projects, Explorer and Navigator.    Phillips 66: Controlling a Company Through Crisis   Add   View  30 pp.  Case Author(s): Applegate, Lynda M.; Osborn, Charles Publication Date: 07/21/1988 Revision Date: 10/07/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 189006 Geographic Setting: United States Gross Revenue: $10.7 billion 1987 sales Event Year Start: 1985 Event Year End: 1988 Subjects: Control systems; Restructuring; Organizational design; Information systems; Information & technology Academic Discipline: Management of Information Systems Product Description: The downstream operations subsidiary of a major U.S. petroleum company is faced with major restructuring decisions and responds by developing an Executive Information System (EIS) which allows for increased responsiveness, wider span of control, and higher levels of effective communication among senior managers. The case examines how the EIS was developed, what business needs it serves, how it is currently used, and how its developers are approaching managing its growth.    Online Securities Trading in Japan   Add   View  14 pp.  Case Author(s): Applegate, Lynda M.; Umezawa, Haruki; Ladge, Jamie J.; Egawa, Masako Publication Date: 10/22/2003 Revision Date: 01/30/2004 Product Type: Note Publisher: Harvard Business School HBS Number: 804054 Geographic Setting: Japan Event Year Start: 2002 Event Year End: 2003 Subjects: Deregulation; Entrepreneurship; Strategic planning; Business models; Competition; New economy; Internet Academic Discipline: Management of Information Systems Product Description: Provides an overview of the Japanese securities industry and discusses how the online trading/brokerage industry grew as a result of deregulation of financial markets and penetration of the Internet in Japan. Describes major players in the online industry — Matsui Securities, E*Trade Securities, DLJdirect SFG, and Monex — highlighting each company's strategy and competitive positioning.    Mrs. Fields, Inc. — 1988-92   Add   View  11 pp.  Case Author(s): Applegate, Lynda M.; Pearlson, Keri Publication Date: 06/02/1994 Revision Date: 10/23/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 194065 Geographic Setting: Utah Number of Employees: 8,000 Event Year Start: 1887 Event Year End: 1992 Subjects: Information management; Information systems; Information & technology Academic Discipline: Management of Information Systems Supplementary Materials: Supplement, (194066), 2p, by Randi Wade Purchia; Case Teaching Note, (195017), 18p, by Lynda M. Applegate Product Description: Continues the story of Mrs. Fields Cookies. Explores the new challenges the company faced managing its geographic growth and its expansion of products and markets through combination stores. Details the decision of Debbi and Randy Fields to delegate management responsibility.    Mrs. Fields, Inc. — 1977-87   Add   View  16 pp.  Case Author(s): Applegate, Lynda M.; Pearlson, Keri Publication Date: 04/01/1994 Revision Date: 10/24/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 194064 Geographic Setting: California; Utah Number of Employees: 8,000 Event Year Start: 1977 Event Year End: 1987 Subjects: Financing; Acquisitions; Management philosophy; Diversification; Information systems Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (195017), 18p, by Lynda M. Applegate Product Description: Describes a small company selling freshly baked goods through privately owned specialty stores (each store sells only Mrs. Fields products). The company has about 8,000 employees worldwide and less than 150 information systems people for a unique leverage of MIS resources. The company uses information systems extensively in its processing, communications, and other management functions, including operations of the stores and hiring sales employees. Teaching objectives include discussion of information technology architecture, organizations, management control, and strategy. A condensed version of Mrs. Fields Cookies.    Managing IT in the 1990s: Communications Technology   Add   View  21 pp.  Case Author(s): Applegate, Lynda M.; Bock, Geoffrey Publication Date: 06/28/1995 Revision Date: 08/17/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 195270 Subjects: Information systems; Information & technology; Computer systems; Applications Academic Discipline: Management of Information Systems Product Description: Provides an overview of the basic technologies that comprise the communications infrastructure of a firm. Network architecture, wide area networks, local area networks, communication media, network protocols, and basic principles of data transmission over networks are covered.    Managing Information Technology in the 1990s: Technology Overview   Add   View  16 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 07/26/1995 Revision Date: 09/29/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 196007 Subjects: Information systems; Information & technology; Computer systems; Applications Academic Discipline: Management of Information Systems Product Description: Provides students with a basic understanding of the technology and technical terminology for computer hardware and software.    Eastman Kodak Co.: Managing Information Systems Through Strategic Alliances   Add   View  24 pp.  Case Author(s): Applegate, Lynda M.; Montealegre, Ramiro Publication Date: 07/30/1991 Revision Date: 09/29/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 192030 Gross Revenue: $18 billion revenues Event Year Start: 1988 Event Year End: 1991 Subjects: Strategic alliances; Partnerships; Corporate strategy; Information systems; Sourcing; Suppliers Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (193037), 18p, by Lynda M. Applegate; Video Supplement, (193506), 0p, by Product Description: In January 1988, Colby Chandler, Kodak CEO, created the Corporate Information Systems (CIS) and appointed Katherine Hudson head. She at once became the first head of IT and first woman corporate vice president in the company. Throughout 1989, Hudson inaugurated a series of organizational initiatives that not only would dramatically change the IT function within Kodak, but would rock the industry. She outsourced data center operations, telecommunications services, and personal computer support to IBM, DEC, and Business Land, respectively. Case presents the complexities in managing information systems through partnerships.    Digital Equipment Corp.: The Kodak Outsourcing Agreement (B)   Add   View  1 pp.  Case Author(s): Applegate, Lynda M.; Ibarra, Herminia; Ostrofsky, Keri Publication Date: 11/28/1990 Revision Date: 03/14/1994 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 191040 Subjects: Innovation; Teams; Partnerships; Sourcing Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (492017), 11p, by Herminia Ibarra, Mark Cannon Product Description: Describes “Frantic Friday,” the day the Digital-Kodak contract was scheduled to be signed. Designed to be handed out in class.    Digital Equipment Corp.: The Kodak Outsourcing Agreement (A)   Add   View  13 pp.  Case Author(s): Applegate, Lynda M.; Ibarra, Herminia; Ostrofsky, Keri Publication Date: 11/28/1990 Revision Date: 03/14/1994 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 191039 Geographic Setting: New York; Massachusetts Event Year Start: 1989 Event Year End: 1990 Subjects: Innovation; Teams; Partnerships; Sourcing Academic Discipline: Management of Information Systems Supplementary Materials: Supplement, (191040), 1p, by Lynda M. Applegate, Herminia Ibarra, Keri Ostrofsky; Case Teaching Note, (492017), 11p, by Herminia Ibarra, Mark Cannon Product Description: Describes grassroots effort which culminated in Digital's winning a competitive bid for the outsourcing of Kodak's internal telecommunications business. Describes the “Telstar” project, from the initial identification of the business opportunity to the process of crafting a partnership contract. Discussion topics include obtaining managerial and peer support, mobilizing informal networks, building an ad hoc team, managing relationships across organizational boundaries, and planning the transition from project team to ongoing operations. As the case ends, a key player must be replaced and a decision must be made concerning which Digital group will manage the new business. Russ Gullotti, the Digital executive who has overseen this effort considers how to help the team achieve a successful contract negotiation and subsequent transition to operations. Should also prompt discussion about leadership under ambiguity and management of innovation.    Designing and Managing the Information Age Organization   Add   View  34 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 08/15/1995 Revision Date: 11/02/2000 Product Type: Note Publisher: Harvard Business School HBS Number: 196003 Subjects: Technological change; Organizational design; Organizational change; Information & technology Academic Discipline: Management of Information Systems Product Description: Managers and management theorists spent the majority of this century building and perfecting the hierarchy; however, if we believe the press, they now appear to be engaged in destroying it. While many proclaim the dawning of the “Information Age” organization and the fading of the hierarchical organization as a trend of the 1990s, the roots of these changes can be traced to the 1950s. This note provides organization design frameworks and concepts for the design of the Information Age organization.    Wyndham International: Fostering High-Touch with High-Tech   Add   View  42 pp.  Case Author(s): Applegate, Lynda M.; Piccoli, Gabriele Publication Date: 12/12/2002 Revision Date: 02/11/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 803092 Subjects: Organizational behavior; Leadership; Loyalty; Competition; Information & technology Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (803123), 16p, by Lynda M. Applegate, Gabriele Piccoli Product Description: Examines a hotel chain's attempt to use information technology to achieve market dominance and build customer loyalty during a period of global industry decline.    TAL Apparel Ltd.: Stepping Up the Value Chain   Add   View  11 pp.  Case Author(s): Farhoomand, Ali; Ho, Phoebe Publication Date: 01/11/2005 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU358 Geographic Setting: Hong Kong Industry Setting: Apparel Event Year Start: 2004 Event Year End: 2004 Subjects: Competitive advantage; Supply chain; Value of information Academic Discipline: Management of information systems Product Description: The global apparel industry is known to be a buyer-driven industry, led by retailers, marketers, and branded manufacturers. In the United States, in particular, a handful of giant retailers (Wal-Mart, Sears, Kmart, Dayton Hudson, JC Penney), which account for over two-thirds of all apparel sales, dominate the industry. In recent years, these companies have increasingly deployed information technologies to gain market knowledge, streamline their value chains, and manage their extensive global sourcing networks. In response to market demand, TAL Apparel Ltd. (TAL), a no-name Hong Kong-based garment manufacturer, has developed a sophisticated information management system to manage the supply chain for its retailer customers, thus solidifying its position in the apparel value chain. By taking ownership of the customer ordering, inventory management, and shipment dispatch functions, the manufacturer has gained valuable access to real-time market information, allowing it to venture into the design and test marketing business. Explores how a traditionally weak member in the apparel industry uses IT to gain competitive advantage in the intensely competitive global marketplace.    Timberjack Parts: Packaged Software Selection Project   Add   View  21 pp.  Case Author(s): McFarlan, F. Warren; McFarlan, F. Warren; Romanow, Darryl S.; Keil, Mark Publication Date: 01/26/1998 Revision Date: 02/25/1998 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 398085 Geographic Setting: United States; Scandinavia Number of Employees: 1,600 Gross Revenue: $627 million revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Materials management; International operations; Information systems; Information & technology; Data processing; Computer systems; Applications; Multinational corporations Academic Discipline: Management of Information Systems Supplementary Materials: Video Supplement, (399510), 0p, by Mark Keil Product Description: This case provides a realistic, current, and detailed view of software procurement in an international business environment where the competition in enterprise-wide software solutions is growing. Focuses on the selection of packaged software to serve multiple sites within the context of a multinational company. Describes the creation of an RFP and the selection of a software vendor. Two software proposals are presented.    Conversation About Information Technology   Add   View  5 pp.  Case Author(s): McAfee, Andrew Publication Date: 07/26/2004 Revision Date: 09/28/2004 Product Type: Note Publisher: Harvard Business School HBS Number: 605023 Geographic Setting: United States Number of Employees: 100 Gross Revenue: $50 million revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Computers; Management philosophy; Organizational management; Information systems; Information & technology; Internet; Information age Academic Discipline: Management of Information Systems Product Description: Two managers discuss the benefits, costs, opportunities, and headaches of corporate computing. Topics include security, training, the Internet and Web, collaboration, productivity, Moore's Law, computer crashes, upgrades, open source software, network effects, enterprise computing, and competitive differentiation via IT.    Business Process Reengineering: IT-Enabled Radical Change   Add   View  5 pp.  Case Author(s): Stoddard, Donna B.; Jarvenpaa, Sirkka Publication Date: 04/15/1993 Revision Date: 06/02/1993 Product Type: Note Publisher: Harvard Business School HBS Number: 193151 Subjects: Organizational change; Information systems; Process analysis; Business process reengineering; Implementing strategy Academic Discipline: Management of Information Systems Product Description: Provides a conceptual framework for understanding business process redesign and change management.    Campbell Soup Company: Selling Channel Innovation to Customers   Add   View  20 pp.  Case Author(s): Ton, Zeynep ; McKenney, James L. Publication Date: 02/27/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 608141 Subjects: Consumer behavior; Organizational change; Data processing; Value chains; IT management Academic Discipline: Management of Information Systems Product Description: Campbell Soup, like most food manufacturers, faced grocery chain and wholesale demand for its goods driven by Campbell's own promotional pricing structure rather than retail consumer demand. Former policies to encourage overstock created huge swings in production and inventory levels. Campbell's introduced continuous product replenishment (CPR) under which they would manage inventory for their customers, enabled by electronic data interchange to link supply to actual demand. Implementing this channel shift required a restructuring of relationships with its customers and a radical restructuring of its promotional policies.    A Conversation About Information Technology   Add   View  5 pp.  Case Author(s): McAfee, Andrew Publication Date: 07/26/2004 Revision Date: 09/28/2004 Product Type: Note Product Description: Two managers discuss the benefits, costs, opportunities, and headaches of corporate computing. Topics include security, training, the Internet and Web, collaboration, productivity, Moore's law, computer crashes, upgrades, open source software, network effects, enterprise computing, and competitive differentiation via IT. Teaching Purpose: To highlight some of the major issues of information technology. HBS Number: 9-605-023 Geographic Setting: United StatesIndustry Setting: high techNumber of Employees: 100Gross Revenues: $50 million revenues Event Year Start: 2004Event Year End: 2004 Subjects: High technology; Information age; Information systems; Information technology; Internet; Management philosophy; Organizational management Academic Discipline: Management of information systems    ACTonline: ACTDirect’s Electronic Banking System   Add   View  13 pp.  Case Author(s): Farhoomand, Ali F.; Clark, Vanessa N. Publication Date: 01/01/1998 Product Type: Case (Library) Publisher: University of Hong Kong Product Description: In the 1980s, Australian Capital Territory Banking Corp. Ltd. (later known as “ACTDirect”) identified the need to develop information systems to enhance the provision and delivery of its products and services. “ACTonline,” an electronic banking system, was the Bank's solution to meeting the challenges of continual technological change. By the latter part of the 1990s, however, fast and complex advances in technology changed the banking landscape. The new electronic marketplace presented a challenge to management — how best to market ACTonline in the electronic commerce environment? Teaching Purpose: 1) Examine the strategic implications of using an information system (IS) to create and sustain competitive advantage; 2) Compare and contrast traditional and emerging approaches to marketing banking-related products and services in the EC environment, and to raise and discuss the implications for managers; 3) Draw attention to issues related to IT investment; 4) Raise issues relating to the management of complex technical issues, such as the potential threat of obsolescence of ACTonline's operating system, hardware and software, and issues related to interconnectivity and interoperability. HBS Number: HKU040 Geographic Setting: Australia Industry Setting: banking Event Year Start: 1998 Event Year End: 1998 Subjects: Australia; Banking; Electronic commerce; Information systems; Marketing management; Strategic market planning; Technological change Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU041), 13p, by Ali F. Farhoomand, Vanessa N. Clark   Add     13 pp.  Teaching Note For use with HKU040 HBS Number: HKU041 Subjects: Australia; Banking; Electronic commerce; Information systems; Marketing management; Strategic market planning; Technological change    Adobe Systems, Inc.   Add   View  29 pp.  Case Author(s): Tripsas, Mary Publication Date: 12/05/2000 Revision Date: 11/13/2001 Product Type: Case (Field) Product Description: Examines Adobe's battle with Microsoft to establish de facto standards in the emerging eBook space. Teaching Purpose: To illustrate the dynamics of a standards war. HBS Number: 9-801-199 Geographic Setting: San Jose, CA Industry Setting: IT Event Year Start: 2000 Event Year End: 2000 Subjects: Computer industry; Information technology; Software; Standardization Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-801-375), 13p, by Mary Tripsas   Add     13 pp.  Teaching Note For use with 9-801-199 HBS Number: 5-801-375 Subjects: Computer industry; Information technology; Software; Standardization    Agrico, Inc.: A Software Dilemma   Add   View  11 pp.  Case Author(s): McFarlan, F. Warren; Smith, H. Jeff Publication Date: 10/04/1988 Product Type: Case (Field) Product Description: An information systems vice president has one hour to make an ethical decision: should a software program, left inadvertently on the company's computer, be copied and stored? Copying the program would protect clients' assets, but it seems to violate the vendor contract. Thus, responsibilities to various stakeholders (customers, vendors, and stockholders) can be examined in an information systems context. May be used with: (9-184-041) Frontier Airlines, Inc. (A); (9-186-191) Frontier Airlines, Inc. (B); (9-186-304) OTISLINE (A); (9-189-142) The Incident at Waco Manufacturing; (9-190-130) Information Technology in Organizations: Emerging Issues in Ethics and Policy. HBS Number: 9-189-085 Geographic Setting: Iowa Industry Setting: farm management Company Size: small Gross Revenues: $5 million revenues Event Year Start: 1987 Event Year End: 1987 Subjects: Ethics; Information systems; Software Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-193-038), 3p, by F. Warren McFarlan   Add     3 pp.  Teaching Note For use with 9-189-085 HBS Number: 5-193-038 Subjects: Ethics; Information systems; Software    Air Products and Chemicals, Inc.: IT Organization and Architecture Challenges   Add   View  16 pp.  Case Author(s): Nolan, Richard L. Publication Date: 08/22/1995 Product Type: Case (Field) Product Description: Presents the outcome of Air Products ICON decentralization projects. New issues are explored, including the challenges of having a decentralized MIS staff, global network, client/server architecture, new data center issues, outsourcing, a new highly strategic customer interface, object-oriented programming (OOPS), and the future of the MIS organization. A rewritten version of two earlier cases. HBS Number: 9-196-017 Geographic Setting: New England and PennsylvaniaIndustry Setting: chemicalsCompany Size: Fortune 500Gross Revenues: $3.5 billion revenues Event Year Start: 1994Event Year End: 1994 Subjects: Chemicals; Computer systems; International operations; Multinational corporations; Telecommunications Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-089), 7p, by Richard L. Nolan   Add     7 pp.  Teaching Note For use with 9-196-017 HBS Number: 5-196-089 Subjects: Chemicals; Computer systems; International operations; Multinational corporations; Telecommunications    Air Products and Chemicals, Inc.: MIS Reorganization (A)   Add   View  14 pp.  Case Author(s): Balaguer, Nancy S.; Preuninger, John W. Publication Date: 07/26/1989 Revision Date: 10/06/1992 Product Type: Case (Field) Product Description: As a part of the Management Information Services (MIS) Division's evolution, it was planned to distribute all systems development and applications (SD&S) activities and resources (assets and personnel) from the central MIS Division to the operating areas by October 1990. However, unexpected changes at senior management levels precipitated a request, in January 1989, by a new operating area vice president to distribute the resources immediately. The VP of MIS must decide if it is wise to proceed with the transfer 12 to 18 months ahead of schedule--with many issues unresolved. Class discussion may focus on the following issues: organization of the MIS function in a decentralized corporation, MIS staffing and career planning, MIS partnerships with line operations, and the establishment of architectural principles and guidelines. The case closes with the VP of MIS wondering: How should he proceed? Upon what conditions or prerequisites should he agree to this change? HBS Number: 9-190-015 Geographic Setting: PennsylvaniaIndustry Setting: gases and chemicalsCompany Size: Fortune 500Number of Employees: 13,000 Event Year Start: 1988Event Year End: 1989 Subjects: Chemicals; Decentralization; Information services; Information systems; Organizational structure; Technology Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-190-016), 3p, by Nancy S. Balaguer, John W. Preuninger; Teaching Note, (5-191-061), 14p, by Nancy S. Balaguer   Add     14 pp.  Teaching Note For use with 9-190-015 HBS Number: 5-191-061 Subjects: Chemicals; Decentralization; Information services; Information systems; Organizational structure; Technology    Air Products and Chemicals, Inc.: MIS Reorganization (A) & Project ICON (A) (Abridged)   Add   View  21 pp.  Case Author(s): Stoddard, Donna B. Publication Date: 07/21/1992 Revision Date: 06/13/1994 Product Type: Case (Field) Product Description: Describes the reorganization of the Systems Development resource from Central MIS to the divisions. Whereas this had been planned for October 1990, unexpected senior management changes precipitated a request to reorganize 12 to 18 months ahead of schedule. Also describes a decision that must be made whether or not to centralize all mainframe processing--even that which had been handled by the London data center--in the Allentown data center. A rewritten version of two earlier cases. HBS Number: 9-193-008 Geographic Setting: Allentown, PAIndustry Setting: gases and chemicalsCompany Size: Fortune 500 Event Year Start: 1988Event Year End: 1991 Subjects: Chemicals; Decentralization; Information services; Information systems; Organizational structure; Technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-035), 8p, by F. Warren McFarlan   Add     8 pp.  Teaching Note For use with 9-193-008 HBS Number: 5-196-035 Subjects: Chemicals; Decentralization; Information services; Information systems; Organizational structure; Technology    Air Products and Chemicals, Inc.: MIS Reorganization (B)   Add   View  3 pp.  Case Author(s): Balaguer, Nancy S.; Preuninger, John W. Publication Date: 07/26/1989 Revision Date: 11/06/1992 Product Type: Supplement (Field) Product Description: Describes the vice president of Management Information Services (MIS) Division's response to the dilemma facing him. Must be used with: (9-190-015) Air Products and Chemicals, Inc.: MIS Reorganization (A). HBS Number: 9-190-016 Subjects: Chemicals; Decentralization; Information services; Information systems; Organizational structure; Technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-191-061), 14p, by Nancy S. Balaguer   Add     14 pp.  Teaching Note For use with 9-190-016 HBS Number: 5-191-061 Subjects: Chemicals; Decentralization; Information services; Information systems; Organizational structure; Technology    Alliant Health System: A Vision of Total Quality   Add   View  30 pp.  Case Author(s): Linder, Jane; Moore, Gwendolyn Publication Date: 07/23/1991 Revision Date: 07/01/1993 Product Type: Case (Field) Product Description: Alliant has been a leader in the health care industry in implementing total quality management. After five years, however, they do not have much to show for their efforts except a ``foundation'' of quality attitudes and processes. The case discusses their plans to ``jump start'' the quality program by implementing a new information systems strategy. Teaching purposes: Implementation issues in total quality management and the role of I/T in executing strategic change. HBS Number: 9-192-003 Geographic Setting: Louisville, KYIndustry Setting: hospitalCompany Size: mid-sizeNumber of Employees: 4,000Gross Revenues: $300 million revenues Event Year Start: 1991Event Year End: 1991 Subjects: Health services; Hospital administration; Information systems; Management of change; Quality control; Strategy implementation; Total quality Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-192-056), 10p, by Jane Linder   Add     10 pp.  Teaching Note For use with 9-192-003 HBS Number: 5-192-056 Subjects: Health services; Hospital administration; Information systems; Management of change; Quality control; Strategy implementation; Total quality    American Airlines: Object Oriented Flight Dispatching Systems   Add   View  14 pp.  Case Author(s): McFarlan, F. Warren; Andersen, Espen Publication Date: 09/06/1994 Product Type: Case (Field) Product Description: Describes the organization and development of American Airlines Systems Operation Control (SOC) center, located in Dallas, from which the day-to-day running of the airline takes place. Specifically, the decision support system used by the flight dispatchers, and the object-oriented tools and techniques used to develop it, are detailed. Teaching Purpose: Shows the value and experience of an iterative approach to systems development and the use of graphical user interfaces in a highly complex, real-time environment. It also outlines some areas in which the computer, at present, is unlikely to be of much help. HBS Number: 9-195-046 Geographic Setting: TexasIndustry Setting: airlinesCompany Size: largeNumber of Employees: 104,000Gross Revenues: $13 billion revenues Event Year Start: 1990Event Year End: 1994 Subjects: Airlines; Artificial intelligence; Information systems; Operations management; Systems design; Transportation Academic Discipline: Management of information systems    American Hospital Supply Corp.: The ASAP System (A)   Add   View  16 pp.  Case Author(s): Vitale, Michael R. Publication Date: 07/10/1985 Revision Date: 01/19/1988 Product Type: Case (Field) Product Description: American Hospital Supply, the largest firm in the U.S. hospital supply industry, has achieved success in part through the use of information systems. Changes in the hospital marketplace suggest a shift in strategy would be appropriate. What role should information systems play in future strategies? May be used with: (9-188-080) Baxter Healthcare Corp.: ASAP Express. HBS Number: 9-186-005 Geographic Setting: United States Industry Setting: hospital supplies Company Size: large Gross Revenues: $3.5 billion sales Event Year Start: 1985 Event Year End: 1985 Subjects: Hospital administration; Information systems; Medical supplies; Order processing Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-186-006), 2p, by Michael R. Vitale; Teaching Note, (5-187-014), 5p, by Michael R. Vitale; Teaching Note, (5-188-119), 16p, by Anirudh Dhebar   Add     16 pp.  Teaching Note For use with 9-186-005 HBS Number: 5-188-119 Subjects: Hospital administration; Information systems; Medical supplies; Order processing    American Hospital Supply Corp.: The ASAP System (B)   Add   View  2 pp.  Case Author(s): Vitale, Michael R. Publication Date: 07/10/1985 Revision Date: 01/01/1988 Product Type: Supplement (Field) Product Description: A brief summary from published sources of events between the time of the (A) case and mid-1985. Must be used with: (9-186-005) American Hospital Supply Corp.: The ASAP System (A). HBS Number: 9-186-006 Subjects: Hospital administration; Information systems; Medical supplies; Order processing Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-187-014), 5p, by Michael R. Vitale; Teaching Note, (5-188-119), 16p, by Anirudh Dhebar   Add     16 pp.  Teaching Note For use with 9-186-006 HBS Number: 5-188-119 Subjects: Hospital administration; Information systems; Medical supplies; Order processing    American Management Systems, Inc.: The Knowledge Centers   Add   View  19 pp.  Case Author(s): Leonard, Dorothy; Sensiper, Sylvia Publication Date: 02/12/1997 Revision Date: 09/15/1998 Product Type: Case (Field) Product Description: Senior management at AMS, a business and information technology consulting company, is growing at 28% annually and assimilating 1,800 new hires a year. They have recently instituted a new knowledge management strategy, a group of six knowledge centers (virtual communities of experts) each concerned with one of the company's core disciplines. The initiative is intended to help AMS reach its goal of leadership, as well as to help assimilate the many new consultants. How well does the company's newest knowledge management infrastructure work? The case deals with crucial issues of knowledge transfer and knowledge organization, and innovations in the field of knowledge management. Teaching Purpose: Knowledge management and innovation. HBS Number: 9-697-068 Geographic Setting: Fairfax, VAIndustry Setting: management consultingNumber of Employees: 6,000 Event Year Start: 1996Event Year End: 1996 Subjects: Consulting; Information technology; Innovation; Professionals Academic Discipline: Management of information systems    Andina Bottling Co.   Add   View  26 pp.  Case Author(s): Narayanan, V.G.; Ballve, Alberto Publication Date: 04/16/2002 Revision Date: 10/01/2002 Product Type: Case (Field) Product Description: Andina Bottling develops an information system for monitoring the performance and operations of its various foreign and domestic subsidiaries. Teaching Purpose: Affords students the opportunity to use this measurement and monitoring system that Andina calls ``control panel'' for making several operational decisions. Illustrates the role of measurement systems for achieving operational excellence. HBS Number: 9-102-040 Geographic Setting: South AmericaIndustry Setting: Coke bottlerGross Revenues: $775 million revenues Event Year Start: 2001Event Year End: 2001 Subjects: Beverages; Information systems; Operations management; Performance measurement Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-103-070), 13p, by V.G. Narayanan   Add     13 pp.  Teaching Note For use with 9-102-040 HBS Number: 5-103-070 Subjects: Beverages; Information systems; Operations management; Performance measurement    Anthony Ng Architects Ltd.: Building Towards a Paperless Future   Add   View  8 pp.  Case Author(s): Kvan, Thomas; Lee, Andrew; Ho, Loretta Publication Date: 01/01/2000 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: An award-winning architectural practice plans to move into its new office, where filing (storage and retrieval) and communication (internal and external) would become digital. Anthony Ng, the managing director of the firm, is aware that his staff might object to the proposal and refuse to read documents on a computer screen. In addition, the new system might also spark other issues that could thwart its successful implementation. Teaching Purpose: To illustrate: 1) the risks and implications of introducing new information technology to a professional service firm; 2) the importance of accumulating knowledge in a professional service firm; and 3) that a professional service firm may unknowingly change its mode of practice and its values in the process of adopting and adapting to IT systems. HBS Number: HKU089 Geographic Setting: Hong KongIndustry Setting: architecture Event Year Start: 1997Event Year End: 1997 Subjects: Architectural services; Asia; Corporate culture; Information technology; Management of professionals; Professional services Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU090), 10p, by Thomas Kvan, Andrew Lee (Sales restricted to North America.)   Add     10 pp.  Teaching Note For use with HKU089 HBS Number: HKU090 Subjects: Architectural services; Asia; Corporate culture; Information technology; Management of professionals; Professional services    AtekPC Project Management Office   Add   View  15 pp.  Case Author(s): McFarlan, F. Warren; Hupp, John; Kell, Mark Publication Date: 10/11/2007 Product Type: Case (Field) HBS Number: 9-308-049 Geographic Setting: United States Industry Setting: Personal computer industry Number of Employees: 2100 Gross Revenues: $1.9 in Revenues (disguised) Event Year Start: 2007 Event Year End: 2007 Subjects: Information systems; Information technology; Personal computers; Project management; Software Academic Discipline: Management of information systems Product Description: Presents one company's efforts to implement a project management organization, or PMO, and the challenges they faced in doing so. Issues brought out in the case include defining the PMO's purpose and mission, the structure and governance of the PMO, and how to successfully implement it in what appears to be a resistant culture. John Strider, AtekPC's chief information officer (CIO), had strong convictions that the PMO-light model was the way to go. He had held back on hiring fill time employees for the PMO and was moving very slowly and cautiously so as not to violate AtekPC's culture. He was also concerned about the many issues that the PMO implementation had already raised. Were small steps building on small successes going to get the job done fast enough? With the ever increasing challenge of successfully managing information technology (IT), organizations are recognizing the need for greater discipline in managing IT projects. For many organizations, this has meant ratcheting up project management skills, processes, and governance structures within the organization by implementing a project management office (PMO). Unfortunately, there is little shared understanding of the challenges of implementing a PMO. Therefore, managers and their organizations have inadequate guidance to help them identify and overcome the obstacles they are likely to encounter.    AUCNET: TV Auction Network System   Add   View  16 pp.  Case Author(s): Konsynski, Benn; Warbelow, Art; Kokuryo, Jiro Publication Date: 07/19/1989 Revision Date: 04/12/1996 Product Type: Case (Field) Product Description: The AUCNET system links buyers and sellers in the wholesale used car market in Japan. Video images delivered via videodisk or satellite along with an inspector's opinion and objective character based data are used to conduct a realtime auction over computers and telecommunications links. Over 1,000 cars are sold in a once-weekly auction. The company is considering exporting the technology to the United States. The following issues are raised: 1) What are the characteristics of markets which are suitable for this technology? 2) What are the important management issues with respect to implementation and operation of such an Electronic Market Access Forum? 3) What is the impact on market structure? and 4) What issues are raised in trying to move the technology to new markets? HBS Number: 9-190-001 Geographic Setting: Japan Industry Setting: used cars Company Size: small Number of Employees: 50 Event Year Start: 1985 Event Year End: 1989 Subjects: Automobiles; Data processing; Distribution channels; Industry structure; Information systems; Japan Academic Discipline: Management of information systems    AUCNET: TV Auction Network System & AUCNET: The Story Continues, Teaching Note   Add     25 pp.  Teaching Note Author(s): Sviokla, John J.; Konsynski, Benn Publication Date: 04/01/1996 Revision Date: 02/21/1997 Product Type: Teaching Note HBS Number: 5-396-280 Academic Discipline: Management of information systems Product Description: Teaching Note for (9-190-001) and a reprint (2-195-122). Not listed on case due to reprint reference. Waiting for call from Case Records (4/01/96).    Bank of Ireland (BOI): Internet Strategy   Add   View  15 pp.  Case Author(s): Sviokla, John J.; Quinn, Michael Publication Date: 07/27/1998 Revision Date: 04/10/2001 Product Type: Case (Field) Product Description: Conor O'Toole must consider how to bring the Bank of Ireland on-line. Teaching Purpose: How to make e-commerce happen in an old, stodgy institution. HBS Number: 9-399-012 Geographic Setting: Ireland/EuropeIndustry Setting: bankingNumber of Employees: 10,000Gross Revenues: $1 billion revenues Event Year Start: 1997Event Year End: 1997 Subjects: Banking; Electronic commerce; Internet; Management of change; Technology Academic Discipline: Management of information systems    Basic Techniques for the Analysis of Customer Information Using Excel 2007: A Step-by-Step Approach   Add   View  40 pp.  Case Author(s): Martinez-Jerez, F. Asis Publication Date: 02/06/2009 Product Type: Note HBS Number: 109052 Subjects: Customer & client analysis; Data management; Information management; Information systems; Regression analysis Academic Discipline: Management of information systems Product Description: The objective of this note is to provide a set of easy, step-by-step guides for some analytical techniques that are useful in the analysis of cases discussed in the course “Competing and Winning through Customer Information” (CWCI). The instructions that follow use datasets from three of the cases in the course: “Slots, Tables, and All That Jazz: Managing Customer Profitability at the MGM Grand Hotel,” HBS No. 106-029, “MercadoLibre.com,” HBS No. 106-057, and “Bancaja: Developing Customer Intelligence (A),” HBS No. 107-055. These datasets are available upon request from the author.    Baxter Healthcare Corp.: ASAP Express   Add   View  13 pp.  Case Author(s): Vitale, Michael R.; Konsynski, Benn Publication Date: 02/16/1988 Revision Date: 02/11/1991 Product Type: Case (Field) Product Description: A continuation of the ASAP story described in American Hospital Supply Corp.: The ASAP System (A). As the industry and information technology have evolved, ASAP and systems like it have moved from strategic advantage to competitive necessity. Poses the issues of sustaining competitive advantage and of organizing the information systems function in a company that sells both traditional products and information services. May be used with: (9-186-005) American Hospital Supply Corp.: The ASAP System (A). HBS Number: 9-188-080 Geographic Setting: United StatesIndustry Setting: hospital suppliesCompany Size: Fortune 500Gross Revenues: $5.5 billion sales Event Year Start: 1986Event Year End: 1987 Subjects: Hospital administration; Information services; Information systems; Information technology; Medical supplies; Order processing Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-193-057), 13p, by Lynda M. Applegate   Add     13 pp.  Teaching Note For use with 9-188-080 HBS Number: 5-193-057 Subjects: Hospital administration; Information services; Information systems; Information technology; Medical supplies; Order processing    Baxter International: OnCall as Soon as Possible?   Add   View  14 pp.  Case Author(s): Sviokla, John J.; Marshall, Christopher L Publication Date: 07/29/1994 Revision Date: 03/29/1996 Product Type: Case (Field) Product Description: Baxter Healthcare is heir to the fabled ASAP ordering system, one of the best-known examples of the use of technology to provide strategic marketing advantage. By 1994, the proprietary ASAP system is well established. Baxter is beginning to launch On-Call EDI, which is an open platform, multiple vendor (including Kodak, Bergen Brunswick & Boise Cascade) system to help hospitals order. The case focuses on whether Baxter is meeting the new needs of the customer in a way which will help them compete, or whether they are giving away the keys to the kingdom by opening up their strategic advantage to others, including their competition. HBS Number: 9-195-103 Geographic Setting: Global Industry Setting: medical products Company Size: Fortune 500 Gross Revenues: $8.8 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Distribution planning; Health services; Implementation; Information services; Information systems; Medical supplies Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-396-279), 21p, by John J. Sviokla   Add     21 pp.  Teaching Note For use with 9-195-103 HBS Number: 5-396-279 Subjects: Distribution planning; Health services; Implementation; Information services; Information systems; Medical supplies    BellSouth Enterprises: The Cellular Billing Project   Add   View  17 pp.  Case Author(s): Sviokla, John J.; Keil, Mark; Simonson, St Publication Date: 05/18/1993 Revision Date: 05/08/1996 Product Type: Case (Field) Product Description: When BellSouth Enterprises decided to aggressively pursue the international cellular market, it needed new software in order to cope with the complexities of cellular billing and the country-specific variations in the international cellular market. BellSouth made the decision to enter into a strategic alliance with TeleSciences. This case explores why it made this decision and what the ramifications of this decision were for BellSouth and TeleSciences. HBS Number: 9-193-150 Geographic Setting: Unspecified Industry Setting: telecommunications Company Size: large Number of Employees: 100,000 Gross Revenues: $14.4 billion revenues Event Year Start: 1990 Event Year End: 1993 Subjects: Corporate strategy; Information systems; Telecommunications Academic Discipline: Management of information systems Supplementary Materials: Case Video, (9-397-506), 17 min, by Mark Keil    Better Medicine Through Information Technology   Add   View  23 pp.  Case    BroadVision   Add   View  18 pp.  Case Author(s): Brynjolfsson, Erik; Charlet, Jean-Claude Publication Date: 03/01/1998 Revision Date: 07/08/2004 Product Type: Case (Field) Publisher: Stanford University Product Description: BroadVision develops software that allows Internet-based businesses to gather information about their online customers and deliver customized information to them in return. The firm was founded in May 1993 by a successful entrepreneur with a track record of two previous successful startups. The case discusses the role of ``rules-based systems'' in delivering personalized information directly to the consumer and allowing one-to-one marketing to happen on the Internet. Trust and privacy issues related to the use of this ``mass-customization'' technology are discussed. Related personalization technologies, such as ``collaborative filtering'' are analyzed as well. Finally, the case deals with the growth strategy and business model of BroadVision, as a young Internet software company competing with software giants such as Microsoft, Netscape, and Oracle. May be used with: (OIT21S) Rules-Based Systems, Technology Note; (OIT21T) Technology Note on Rules-Based Systems. HBS Number: OIT21 Geographic Setting: Los Altos, CAIndustry Setting: Internet softwareNumber of Employees: 200Gross Revenues: $30 million revenues Event Year Start: 1997Event Year End: 1998 Subjects: Artificial intelligence; Business models; Consumer marketing; Electronic commerce; Entrepreneurship; Growth strategy; Information technology; Internet; Marketing strategy; Silicon Valley; Software; Virtual communities Academic Discipline: Management of information systems    Buckman Laboratories (A)   Added   View  15 pp.  Case Author(s): Fulmer, William E. Publication Date: 10/01/1999 Revision Date: 01/22/2003 Product Type: Case (Field) Product Description: Explores the implementation of a cutting-edge knowledge management system in a mid-size, specialty chemical company. The initiative, begun in the early 1990s, has received several awards for its efforts. In early 1999 the company is experiencing severe price pressures in all of its key markets and has had to transfer its entire system to a new platform. Teaching Purpose: To explore the implementation of a state-of-the-art knowledge management system and the challenge of building virtual trust in a global organization. HBS Number: 9-800-160 Geographic Setting: Memphis, TN Industry Setting: specialty chemicals Company Size: mid-size Number of Employees: 1,200 Event Year Start: 1999 Event Year End: 1999 Subjects: Chemicals; Customer service; Implementation; Knowledge management; Leadership; Management of change Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-800-033), 2p, by William E. Fulmer; Case Video, (9-800-502), 17 min., by William E. Fulmer; Teaching Note, (5-800-360), 9p, by William E. Fulmer   Add     9 pp.  Teaching Note For use with 9-800-160 HBS Number: 5-800-360 Subjects: Chemicals; Customer service; Implementation; Knowledge management; Leadership; Management of change    Buckman Laboratories (B)   Add   View  2 pp.  Case Author(s): Fulmer, William E. Publication Date: 09/30/1999 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-800-160) Buckman Laboratories (A). HBS Number: 9-800-033 Subjects: Chemicals; Customer service; Implementation; Knowledge management; Leadership; Management of change Academic Discipline: Management of information systems    Budd Services, Inc.   Add   View  24 pp.  Case Author(s): Applegate, Lynda M.; Smith, H. Jeff Publication Date: 08/16/1988 Revision Date: 03/29/1990 Product Type: Case (Field) Product Description: A small but rapidly growing business is faced with a decision regarding its computer systems. Its current computer resources (nine PCs) are quickly being outgrown. Should the company choose a local area network or a minicomputer solution? For each choice, several alternative vendor configurations are described, leading students to understand the complexity of computer purchases. Appendix includes a consultant's outline of a ``Request For Proposal'' process. HBS Number: 9-189-050 Geographic Setting: North CarolinaIndustry Setting: janitorial servicesCompany Size: smallGross Revenues: $15 million revenues Event Year Start: 1987Event Year End: 1987 Subjects: Computer systems; Family owned businesses; Information technology; Services Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-189-073), 12p, by Lynda M. Applegate, H. Jeff Smith    Business Networks   Add   View  37 pp.  Case Author(s): Zuckerman, Ezra; Sutherland, Margot Publication Date: 02/01/2000 Revision Date: 10/06/2000 Product Type: Case (Field) Publisher: Stanford University Product Description: Describes a small consulting business, Business Networks, led by Les Cunningham. The firm's primary product was the establishment of groups or ``networks'' of similar businesses and the facilitation of each network's biannual meetings. Owners of individual firms, called networkers, met to tackle each other's business problems and share solutions. The networks were formed of like-sized remodeling contractors that specialized in similar lines of business. Provides a description of one biannual meeting and perspective from network members on the pros and cons of the process of performance improvement. Teaching Purpose: To enable students to assess the value proposition of the firm, alternatives to the network and the social system that underlies it, and the potential other uses of the system. In addition, students gain an understanding of the forces that underpin the performance improvement process for which the networkers subscribe to the network. HBS Number: ON1 Geographic Setting: Selma, ALIndustry Setting: consultingNumber of Employees: 7 Event Year Start: 1999Event Year End: 1999 Subjects: Construction; Consulting; Learning; Networks; Performance measurement; Small business Academic Discipline: Management of information systems    Business Process Reengineering: IT-Enabled Radical Change   Add   View  5 pp.  Case Author(s): Stoddard, Donna B.; Jarvenpaa, Sirkka Publication Date: 04/15/1993 Revision Date: 06/02/1993 Product Type: Note Product Description: Provides a conceptual framework for understanding business process redesign and change management. HBS Number: 9-193-151 Subjects: Information systems; Organizational change; Process analysis; Reengineering; Strategy implementation Academic Discipline: Management of information systems    Business Process Reengineering: Its Past, Present, and Possible Future   Add   View  11 pp.  Case Author(s): Davenport, Thomas H. Publication Date: 11/13/1995 Product Type: Note Product Description: Explores the origins of reengineering; its evolution during the 1980s and 1990s; the current state of reengineering, which is prevalent in business today; and several possible futures of reengineering, specifically in relation to process management, knowledge work, and participative work design. HBS Number: 9-196-082 Subjects: Process analysis; Reengineering Academic Discipline: Management of information systems    Campbell Soup Co.: A Leader in Continuous Replenishment Innovations   Add   View  21 pp.  Case Author(s): McKenney, James L.; Clark, Theodore H. Publication Date: 10/14/1994 Product Type: Case (Field) Product Description: Campbell Soup, like most food manufacturers, faced grocery chain and wholesale demand for its goods driven by Campbell's own promotional pricing structure rather than retail consumer demand. Former policies to encourage overstock created huge swings in production and inventory levels. Campbell's introduced continuous product replenishment (CPR) under which they would manage inventory for their customers, enabled by electronic data interchange to link supply to actual demand. Implementing this channel shift required a restructuring of relationships with its customers and a radical restructuring of its promotional policies. HBS Number: 9-195-124 Geographic Setting: Newark, NJIndustry Setting: retail foodNumber of Employees: 6,000Gross Revenues: $6.7 billion revenues Event Year Start: 1994Event Year End: 1994 Subjects: Data processing; Information technology; Organizational change; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-601-149), 8p, by Ananth Raman   Add     8 pp.  Teaching Note For use with 9-195-124 HBS Number: 5-601-149 Subjects: Data processing; Information technology; Organizational change; Supermarkets    Canadian Airlines: Reservations About Its Future (B)   Add   View  2 pp.  Case Author(s): McFarlan, F. Warren; Copeland, Duncan G.; Publication Date: 11/04/1994 Revision Date: 08/16/1995 Product Type: Supplement (Library) Product Description: Describes the outcome of Canadian Airlines' efforts to survive. Must be used with: (9-195-101) Canadian Airlines: Reservations About Its Future (A). HBS Number: 9-195-102 Subjects: Airlines; Canada; Competition; Information systems Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-050), 3p, by F. Warren McFarlan

Capital Holding Corp.: Reengineering the Direct Response Group   Add   View  24 pp.  Case Author(s): Stoddard, Donna B.; Meadows, Caroline J. Publication Date: 05/12/1992 Revision Date: 07/13/1995 Product Type: Case (Field) Product Description: Describes a major change initiative--reengineering--that is underway at Capital Holding Corp.'s Direct Response Group. The reengineering initiative involved changes to the organization's structure, control systems, and information systems. HBS Number: 9-192-001 Geographic Setting: Valley Forge, PAIndustry Setting: life insuranceCompany Size: largeNumber of Employees: 2000Gross Revenues: $650 million revenues Event Year Start: 1991Event Year End: 1992 Subjects: Control systems; Information systems; Insurance; Organizational change; Reengineering Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-034), 11p, by Donna B. Stoddard   Add     11 pp.  Teaching Note For use with 9-192-001 HBS Number: 5-196-034 Subjects: Control systems; Information systems; Insurance; Organizational change; Reengineering    CareGroup   Add   View  22 pp.  Case Author(s): McFarlan, F. Warren; Austin, Robert D. Publication Date: 01/29/2003 Revision Date: 08/11/2005 Product Type: Case (Field) Product Description: Describes the circumstances leading to the three-and-a-half-day collapse of a major hospital group's IS capabilities. Identifies the technical reasons for the failure, management steps in dealing with the problem short term, and the long-term lessons they believe they learned from the incident. HBS Number: 9-303-097 Geographic Setting: Boston, MA Industry Setting: Hospital industry Number of Employees: 13,000 Gross Revenues: $1.6 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Hospitals; Information systems; Operations management; Security Academic Discipline: Management of information systems Supplementary Materials: Video, (9-304-812), 12 min, by F. Warren McFarlan; Teaching Note, (5-306-010), 4p, by F. Warren McFarlan, Robert D. Austin    CareGroup, Teaching Note   Add     4 pp.  Teaching Note Author(s): McFarlan, F. Warren; Austin, Robert D. Publication Date: 07/18/2005 Product Type: Teaching Note HBS Number: 5-306-010 Academic Discipline: Management of information systems Product Description: Teaching Note to (9-303-097). Must be used with: (9-303-097) CareGroup.    Cathay Pacific   Add   View  19 pp.  Case Author(s): McFarlan, F. Warren; Young, Fred; Waishun, Lo Publication Date: 07/18/2006 Revision Date: 06/25/2007 Product Type: Case (Field) HBS Number: 9-307-009 Geographic Setting: Hong Kong; Sydney Industry Setting: Airline industry Gross Revenues: $4 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Information technology; International business; Outsourcing Academic Discipline: Management of information systems Product Description: Explores the various aspects of information technology that can be outsourced. Cathay Pacific outsourced a significant part of its vital operations from Hong Kong to Sydney, Australia.    Cathay Pacific: Doing More with Less   Add   View  25 pp.  Case Author(s): McFarlan, F. Warren; Young, Fred Publication Date: 06/18/2003 Revision Date: 12/03/2003 Product Type: Case (Field) Product Description: Focuses on the various aspects of information technology that can be outsourced. Cathay Pacific outsourced a significant part of its vital operations from Hong Kong to Sydney, Australia. Class discussion focuses on the pros and cons of this decision and what lies ahead in the future. Teaching Purpose: To develop an understanding of outsourcing issues in a global economy. HBS Number: 9-303-106 Geographic Setting: Hong KongIndustry Setting: airlineGross Revenues: $4 billion revenues Event Year Start: 2003Event Year End: 2003 Subjects: Airlines; Information technology; International business; Outsourcing Academic Discipline: Management of information systems    Cellular Service   Add   View  4 pp.  Case Author(s): Yin, Pai-Ling; Tinker, Abigail Publication Date: 08/22/2006 Product Type: Case (Library) HBS Number: 9-707-424 Geographic Setting: Global Industry Setting: Cellphone; Telecommunications & network; Telecommunications industry Event Year Start: 2006 Event Year End: 2006 Subjects: Cellphones; Network effects Academic Discipline: Management of information systems Product Description: Background on cellular service technology and “friends and family” plans as foundation for discussing network effects.    Charles Schwab Corp. (A)   Add   View  19 pp.  Case Author(s): McFarlan, F. Warren; Tempest, Nicole Publication Date: 09/09/1999 Revision Date: 03/30/2001 Product Type: Case (Field) Product Description: Focuses on the industrial restructuring in the brokerage industry made possible by e-commerce. Focuses the student's attention on the decision alternatives facing Charles Schwab, one of the industry leaders in January 1998. In a word, the challenge is “Do they slash prices to meet competition from companies like E-Trade or do they stand still?'' Teaching Purpose: Sharpens insight on implementation of e-commerce concepts. May be used with: (9-300-025) Charles Schwab Corp. (B). HBS Number: 9-300-024 Geographic Setting: California Industry Setting: brokerage Gross Revenues: $2.2 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: California Research Center; Competition; Electronic commerce; Information technology; Marketing management; Stock brokers Academic Discipline: Management of information systems Supplementary Materials: Case Video, (9-300-507), 18 min, by F. Warren McFarlan, Melissa Dailey; Teaching Note, (5-300-127), 6p, by F. Warren McFarlan   Add     6 pp.  Teaching Note For use with 9-300-024 HBS Number: 5-300-127 Subjects: California Research Center; Competition; Electronic commerce; Information technology; Marketing management; Stock brokers    Charles Schwab Corp. (B)   Add   View  8 pp.  Case Author(s): McFarlan, F. Warren; Tempest, Nicole Publication Date: 09/13/1999 Revision Date: 07/30/2001 Product Type: Case (Field) Product Description: Catches the situation facing Charles Schwab Corp. in late August 1999 in the dramatically changing brokerage industry. Their bold moves in January 1998 have created a new industry competitive pattern and provoked aggressive response by companies like Merrill Lynch. May be used with: (9-300-024) Charles Schwab Corp. (A). HBS Number: 9-300-025 Geographic Setting: California Industry Setting: brokerage Gross Revenues: $2.2 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: California Research Center; Competition; Electronic commerce; Information technology; Marketing management; Stock brokers Academic Discipline: Management of information systems Supplementary Materials: Case Video, (9-300-507), 18 min, by F. Warren McFarlan, Melissa Dailey; Teaching Note, (5-300-127), 6p, by F. Warren McFarlan   Add     6 pp.  Teaching Note For use with 9-300-025 HBS Number: 5-300-127 Subjects: California Research Center; Competition; Electronic commerce; Information technology; Marketing management; Stock brokers    Charles Schwab, Inc.: Creating an International Marketspace   Add   View  16 pp.  Case Author(s): Farhoomand, Ali F.; Lovelock, Peter; Casca Publication Date: 01/01/2000 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: In 1996, Charles Schwab, Inc. (Schwab) pioneered online trading and experienced phenomenal growth by creating a whole new market for its products and services. In doing so it significantly altered its business model. The ease with which information could be obtained over the web meant that investors could bypass the traditional brokers (dis-intermediation) and trade on their own at a much cheaper price. This lured not only many new traders to the market but also many new competitors. Price wars followed, which shrunk margins. In order to retain its dominant position and continue growing, Schwab had to find other ways of expanding the market base. Teaching Purpose: Outlines the important role information technology has played in Schwab's development. It specifically focuses on how Schwab successfully created a new market of customers by pioneering the establishment of web-based trading and how this, in turn, has led to new challenges and opportunities. Students will learn how the Internet has transformed the brokerage industry and led to both dis-intermediation and re-intermediation effects. Students are asked to evaluate Schwab's strategy in the face of rising competition. HBS Number: HKU067 Geographic Setting: United States Industry Setting: brokerage Event Year Start: 1998 Event Year End: 1998 Subjects: Electronic commerce; Industry analysis; Information systems; Information technology; Internet; Stock brokers; Strategic planning Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU068), 8p, by Ali F. Farhoomand, Peter Lovelock, Maria J. Cascales   Add     8 pp.  Teaching Note For use with HKU067 HBS Number: HKU068 Subjects: Electronic commerce; Industry analysis; Information systems; Information technology; Internet; Stock brokers; Strategic planning    Chemical Bank: Technology Support for Cooperative Work   Add   View  30 pp.  Case Author(s): Applegate, Lynda M.; Stoddard, Donna B. Publication Date: 03/02/1993 Revision Date: 09/15/1995 Product Type: Case (Field) Product Description: Describes the organization and IT environment that Bruce Hasenyager found when he arrived at Chemical Bank. Goes on to explain his decision for implementing Lotus Notes as an ``indispensable'' management tool. Software is available: Order No. 9-196-701 (Windows version) or 9-196-702 (Macintosh version), $20.00 (educ. $10). May be used with: (9-196-701) Chemical Bank Lotus Notes Demonstration Software: Windows Version; (9-196-702) Chemical Bank Lotus Notes Demonstration Software: Macintosh Version. HBS Number: 9-193-131 Geographic Setting: United StatesIndustry Setting: banking Subjects: Banking; Information systems Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-070), 12p, by Lynda M. Applegate   Add     12 pp.  Teaching Note For use with 9-193-131 HBS Number: 5-196-070 Subjects: Banking; Information systems    CIGNA Corp., Inc.: Managing and Institutionalizing Business Reengineering   Add   View  21 pp.  Case Author(s): Stoddard, Donna B.; Jarvenpaa, Sirkka Publication Date: 07/20/1994 Revision Date: 12/09/1994 Product Type: Case (Field) Product Description: Provides a longitudinal view of business reengineering at CIGNA Corp., a leading provider of insurance and related financial services throughout the United States and the world. CIGNA has been practicing business reengineering since 1989, completing over 20 projects. The case illustrates a number of reengineering projects. Also highlights the different forms and waves of business reengineering that the company has experienced. May be used with: (9-196-059) CIGNA Property and Casualty Reengineering (A); (9-196-014) CIGNA Property and Casualty Reengineering (B). HBS Number: 9-195-097 Geographic Setting: UnspecifiedIndustry Setting: insurance Subjects: Information systems; Insurance; Reengineering Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-396-113), 8p, by Sirkka Jarvenpaa   Add     8 pp.  Teaching Note For use with 9-195-097 HBS Number: 5-396-113 Subjects: Information systems; Insurance; Reengineering    CIGNA Property and Casualty Reengineering (A)   Add   View  25 pp.  Case Author(s): Nolan, Richard L.; Stoddard, Donna B.; Mar Publication Date: 08/03/1995 Revision Date: 08/28/1995 Product Type: Case (Field) Product Description: Reengineering was introduced at CIGNA Corp. in 1988. CIGNA entered a second wave reengineering effort through a major project at CIGNA P&C, one of CIGNA's larger businesses. P&C was in financial crisis and as a result brought in a new executive team in 1991 to head the transformation effort. This case analyzes the phases of P&C transformation, P&C's business process redesign, their use of information technology in the form of client/server architecture to support the strategy, and the use of the balanced scorecard to drive transformation. Presents the progress of P&C's effort as of January 1995--marking the end of Phase I (analysis and design) and looking forward to Phase 2 (implementation). May be used with: (9-196-014) CIGNA Property and Casualty Reengineering (B); (9-195-097) CIGNA Corp., Inc.: Managing and Institutionalizing Business Reengineering. HBS Number: 9-196-059 Geographic Setting: United StatesIndustry Setting: insuranceNumber of Employees: 6,500Gross Revenues: $4 billion revenues Event Year Start: 1994Event Year End: 1994 Subjects: Insurance; Organizational development; Reengineering Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-015), 7p, by Richard L. Nolan   Add     7 pp.  Teaching Note For use with 9-196-059 HBS Number: 5-196-015 Subjects: Insurance; Organizational development; Reengineering    CIGNA Property and Casualty Reengineering (B)   Add   View  18 pp.  Case Author(s): Nolan, Richard L.; Stoddard, Donna B.; Martin, Elise; Francalanci, Chiara Publication Date: 02/21/1996 Product Type: Case (Field) Product Description: In 1993 CIGNA Property and Casualty embarked on a full transformation effort under a new leadership team headed by Gerry Isom. This case presents progress through September 1995. May be used with: (9-196-059) CIGNA Property and Casualty Reengineering (A); (9-195-097) CIGNA Corp., Inc.: Managing and Institutionalizing Business Reengineering. HBS Number: 9-196-014 Geographic Setting: Philadelphia, PAIndustry Setting: insuranceNumber of Employees: 6,500Gross Revenues: $100 million revenues Event Year Start: 1995Event Year End: 1995 Subjects: Information technology; Insurance; Organizational development; Reengineering Academic Discipline: Management of information systems    Cisco Systems Architecture: ERP and Web-enabled IT   Add   View  23 pp.  Case Author(s): Nolan, Richard L.; Porter, Kelley; Akers, Christina Publication Date: 03/24/2001 Revision Date: 11/28/2005 Product Type: Case (Field) Product Description: In a seven-year process, Cisco built its strategic I-Net. Beginning in 1994, Cisco completely replaced its back-office legacy systems. At that time, the company standardized Internet protocols. In addition, the company shifted strategic focus from IT back-office applications to front-office applications. After ERP (enterprise resource planning), the company spent the next two years electronically connecting with customers. A rewritten version of two earlier cases. A consolidated version of the Cisco Systems ERP and Cisco Systems Web-enablement cases. Designed to be taught in one class session (if two class sessions are available, it is recommended that Cisco ERP Systems be used for one session followed by Cisco Systems Web-enablement). May be used with: (9-301-154) The Ten Components of a Strategic I-Net. HBS Number: 9-301-099 Geographic Setting: San Jose, CA Industry Setting: IT industry Event Year Start: 2000 Event Year End: 2001 Subjects: ERP; Information technology; Technological change Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-301-143), 15p, by Richard L. Nolan; Teaching Note, (5-301-145), 3p, by Richard L. Nolan; Teaching Note, (5-302-030), 14p, by F. Warren McFarlan   Add     14 pp.  Teaching Note For use with 9-301-099 HBS Number: 5-302-030 Subjects: California Research Center; ERP; Information technology; Silicon Valley; Technological change; World Wide Web    Cisco Systems, Inc.: Implementing ERP   Add   View  19 pp.  Case Author(s): Austin, Robert D.; Nolan, Richard L.; Cott Publication Date: 09/30/1998 Revision Date: 05/06/2002 Product Type: Case (Field) Product Description: Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. Case discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune. Teaching Purpose: To foster discussion of the complexities of implementing large-scale information systems. To illuminate some of the positive and negative steps taken by a leading company in its own implementation. May be used with: (9-600-006) Harley-Davidson Motor Co.: Enterprise Software Selection; (9-699-020) Enterprise Resource Planning, Technology Note; (9-699-043) Tektronix, Inc.: Global ERP Implementation; (9-301-154) The Ten Components of a Strategic I-Net. HBS Number: 9-699-022 Geographic Setting: Silicon Valley, CA Industry Setting: information technology Number of Employees: 2,500 Gross Revenues: $8 billion revenues Event Year Start: 1993 Event Year End: 1995 Subjects: California Research Center; Enterprise systems; ERP; Expert systems; Implementation; Information age; Information technology; Silicon Valley; Software Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-699-031), 9p, by Robert D. Austin, Richard L. Nolan, Mark Cotteleer; Teaching Note, (5-301-143), 15p, by Richard L. Nolan; Teaching Note, (5-602-076), 16p, by Andrew McAfee, Sarah Macgregor   Add     21 pp.  Teaching Note For use with 9-699-022 HBS Number: 5-602-076 Subjects: California Research Center; Enterprise systems; ERP; Expert systems; Implementation; Information age; Information technology; Silicon Valley; Software    Cisco Systems, Inc.: Implementing ERP   Add   View  19 pp.  Case Author(s): Austin, Robert D.; Nolan, Richard L.; Cotteleer, Mark Publication Date: 09/30/1998 Revision Date: 05/06/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 699022 Geographic Setting: Silicon Valley Number of Employees: 2,500 Gross Revenue: $8 billion revenues Event Year Start: 1993 Event Year End: 1995 Subjects: Enterprise systems; Information & technology; ERP; Information age; Applications; Implementing strategy Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (301143), 15p, by Richard L. Nolan; Case Teaching Note, (602076), 21p, by Andrew McAfee, Sarah MacGregor; Case Teaching Note, (699031), 9p, by Robert D. Austin, Richard L. Nolan, Mark Cotteleer Product Description: Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. The discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune.    Cisco Systems: Building Leading Internet Capabilities   Add   View  26 pp.  Case Author(s): Nolan, Richard L.; Darwall, Christina Publication Date: 05/18/2001 Revision Date: 12/17/2001 Product Type: Case (Field) Product Description: Cisco has invested in building a leading IT, Internet-based infrastructure. This case describes Cisco's latest efforts to broaden Internet capabilities in the company from 30% penetration to 60%. The Internet capabilities strategy is intended to sustain Cisco's double-digit revenue growth through the decade. Teaching Purpose: To further understanding about Internet capabilities and management leadership in exploiting IT benefits. HBS Number: 9-301-133 Geographic Setting: Silicon Valley, CA Industry Setting: high technology Company Size: Fortune 500 Number of Employees: 35,000 Gross Revenues: $25 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Electronic commerce; High technology; Information industry; Information technology; Internet; Leadership; Silicon Valley Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-301-143), 15p, by Richard L. Nolan; Teaching Note, (5-301-146), 2p, by Richard L. Nolan; Case Video, (9-302-801), 40 min, by Richard L. Nolan   Add     2 pp.  Teaching Note For use with 9-301-133 HBS Number: 5-301-146 Subjects: Electronic commerce; High technology; Information industry; Information technology; Internet; Leadership; Silicon Valley    Cisco Systems: Web-enablement   Add   View  25 pp.  Case Author(s): Nolan, Richard L.; Porter, Kelley; Akers, Christina Publication Date: 10/06/2000 Revision Date: 11/28/2005 Product Type: Case (Field) Product Description: Describes how Cisco web-enabled their ERP systems and developed the ``front office'' systems to electronically link to their customers and suppliers. A rewritten version of an earlier case. May be used with: (9-301-154) The Ten Components of a Strategic I-Net. HBS Number: 9-301-056 Geographic Setting: Silicon Valley Industry Setting: IT industry Number of Employees: 10,000 Gross Revenues: $8 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Information age; Information systems; Information technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-301-144), 13p, by Richard L. Nolan; Teaching Note, (5-301-143), 15p, by Richard L. Nolan   Add     15 pp.  Teaching Note For use with 9-301-056 HBS Number: 5-301-143 Subjects: California Research Center; Information age; Information systems; Information technology; Silicon Valley    CMM versus Agile: Methodology Wars in Software Development   Add   View  17 pp.  Case Author(s): Austin, Robert D. Publication Date: 02/21/2007 Revision Date: 03/30/2007 Product Type: Case (Gen Exp) HBS Number: 9-607-084 Geographic Setting: East Coast Industry Setting: Banking industry Gross Revenues: $200 million revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Information systems; Information technology; Innovation; Product design; Product development; Software Academic Discipline: Management of information systems Product Description: A CIO decides whether to adopt the “Capability Maturity Model” (CMM) within her IT department. The decision is proving surprisingly controversial; some of her best developers prefer adopting an “agile” methodological approach instead. Compares and contrasts the CMM and agile methodologies, such as Kent Beck's eXtreme Programming.    CMM versus Agile: Methodology Wars in Software Development   Add   View  17 pp.  Case Author(s): Austin, Robert D. Publication Date: 02/21/2007 Revision Date: 09/10/2008 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 607084 Geographic Setting: United States Gross Revenue: $200 million revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Innovation; Product development; Design; Information systems; Information & technology; Applications Academic Discipline: Management of Information Systems Product Description: A CIO decides whether to adopt the “Capability Maturity Model” (CMM) within her IT department. The decision is proving surprisingly controversial; some of her best developers prefer adopting an “agile” methodological approach instead. Compares and contrasts the CMM and agile methodologies, such as Kent Beck's eXtreme Programming.    Codelco Copper Mines   Add   View  19 pp.  Case Author(s): Upton, David; Staats, Bradley R.; Fuller, Virginia A. Publication Date: 08/08/2007 Product Type: Case (Field) HBS Number: 9-608-053 Geographic Setting: Chile Industry Setting: Mining, metal & mineral industries Number of Employees: 17,000 Gross Revenues: $10.5 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Information systems; Information technology; Mining; Organizational change; Outsourcing; Production processes Academic Discipline: Management of information systems Product Description: Codelco was a Chilean copper-mining company, widely considered to be one of the most professionally managed firms in South America in spite of the fact that it was 100% government-owned. A $10.5 billion company in 2005, Codelco faced the challenge of incorporating information technology into its production processes, which had historically been very manual in nature. CEO Juan Villarzu's initial turnaround attempts introduced a customer-centric corporate culture to his ranks, but he was still challenged by how to create an outsourcing strategy given his location and the traditionally low IT-to-total-spending ratio in the mining industry. Villarzu envisioned moving to a robust IT architecture, enhancing the solutions that were available, identifying further needs in the company and deciding how to fix them, and working together with Codelco's business processes to assess, plan, and build new IT projects.    Collaborative Filtering, Technology Note   Add   View  6 pp.  Case Author(s): Brynjolfsson, Erik; Charlet, Jean-Claude Publication Date: 03/01/1998 Product Type: Note Publisher: Stanford University Product Description: Collaborative filtering is explained. Collaborative filters leverage the online community to make personalized recommendations to each end-user by comparing their preferences with those of other users with similar profiles. May be used with: (OIT22A) Firefly Network (A). HBS Number: OIT22S Geographic Setting: Industry Setting: Subjects: Artificial intelligence; Consumer marketing; Electronic commerce; Entrepreneurship; Growth strategy; Information technology; Internet; Marketing strategy; Software; Virtual communities Academic Discipline: Management of information systems    Colliers International Property Consultants   Add   View  17 pp.  Case Author(s): Nohria, Nitin; Gladstone, Julie Publication Date: 01/24/1990 Revision Date: 06/28/1995 Product Type: Case (Field) Product Description: Describes the origins, organizational structure, management practices, and use of information technology (IT) in Colliers, a real estate network. Colliers provides local firms with a way to maintain local autonomy while gaining national and international coverage. Through the use of the network's IT, brokers are able to share information, provide consulting-type services, and refer brokers to Colliers brokers in other markets. While a network structure has certain benefits, it also poses control issues: How does the organization generate the full commitment of its members, many of whom are accustomed to working independently in their local market and are not accustomed to soliciting certain information from their clients, providing an expanded range of services, and sharing information with other brokers? If they maintain their network structure, in what ways can the organization grow without creating tensions or diluting its quality? How does such an entity resolve conflicts among its constituents? While many members believe this structure is best suited to prosper, others question the survival of Colliers as it is now. HBS Number: 9-490-049 Geographic Setting: Boston, MAIndustry Setting: real estate brokerageNumber of Employees: 800 Event Year Start: 1989Event Year End: 1989 Subjects: Control systems; Information systems; Information technology; Organizational behavior; Real estate Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-492-055), 8p, by Nitin Nohria; Teaching Note, (5-196-065), 29p, by Lynda M. Applegate, Sara B. Gant   Add     30 pp.  Teaching Note For use with 9-490-049 HBS Number: 5-196-065 Subjects: Control systems; Information systems; Information technology; Organizational behavior; Real estate    Concordia Casting Co.   Add   View  12 pp.  Case Author(s): McFarlan, F. Warren Publication Date: 06/11/1992 Revision Date: 03/16/2006 Product Type: Case (Field) Product Description: Describes five years of development in a centralized data processing activity serving a highly decentralized corporation. Data processing manager discovers that a major software system conversion is a full year behind schedule, and subsequently makes several managerial and organizational changes. Raises issues of leadership style, human resource management, conflict, and organizational change. HBS Number: 9-192-151 Geographic Setting: Midwestern United States Industry Setting: Automotive industry Company Size: large Gross Revenues: $700 million sales Event Year Start: 1984 Event Year End: 1984 Subjects: Computer systems; Data processing; Organizational change; Project management Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-187-115), 4p, by Michael R. Vitale   Add     4 pp.  Teaching Note For use with 9-192-151 HBS Number: 5-187-115 Subjects: Automotive supplies; Computer systems; Data processing; Organizational change; Project management    Connor Formed Metal Products   Add   View  20 pp.  Case Author(s): Applegate, Lynda M.; Stoddard, Donna B.; C Publication Date: 05/14/1993 Revision Date: 10/16/1995 Product Type: Case (Field) Product Description: Connor Formed Metal Products was a small, privately owned manufacturer of custom metal springs and stampings. Since becoming president in 1984, Bob Sloss had implemented many changes to the company's organizational structure, management control systems, and information systems. In particular, he introduced a computer system in one plant to track product jobs through the manufacturing process. Employees at every function and level of the company could access information about a particular customer or job. In 1990, Sloss wondered whether to roll out this system in the company's four other plants. HBS Number: 9-193-003 Geographic Setting: United StatesIndustry Setting: springs/metal productsCompany Size: smallGross Revenues: $17 million revenues Event Year Start: 1990Event Year End: 1990 Subjects: ESOP; Information systems; Manufacturing; Metals; Order processing; Production planning Academic Discipline: Management of information systems    Cybersmith   Add   View  20 pp.  Case Author(s): Sviokla, John J.; Gerace, Thomas A. Publication Date: 10/23/1995 Revision Date: 01/27/1998 Product Type: Case (Field) Product Description: Cybersmith is a new company that has created a new retailing concept. This particular store has been reported in over 250 newspapers, and by every major American television network. Some would classify it as an on-line cafe, but management has positioned the store as much more than coffee and computers. They look at their concept as selling experiences. The coffee and the books are just to add to the core experience. This case describes, in detail, the operations of the flagship store, located in Harvard Square, in Cambridge, MA. Management needs to make a decision about where to locate the next store. This seemingly innocent question invites an entire host of interesting challenges, such as: What is the core product/service? Who is the customer? What will build loyalty to the store? What type of on-line presence should they have? Will the economic model be sustainable? What joint venture partners are best? Rich in data on customers and buying behavior as well as potential joint venture partners. The store employs leading edge technologies including virtual reality. HBS Number: 9-396-314 Geographic Setting: Cambridge, MAIndustry Setting: retail/high technologyNumber of Employees: 40Gross Revenues: $1 million revenues Event Year Start: 1995Event Year End: 1995 Subjects: Information systems; Marketing strategy; Retailing; Technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-396-335), 14p, by John J. Sviokla; Supplement (Field), (9-898-236), 2p, by Jeffrey F. Rayport, Michelle Toth   Add     14 pp.  Teaching Note For use with 9-396-314 HBS Number: 5-396-335 Subjects: Information systems; Marketing strategy; Retailing; Technology    Dairy Farm Group: Electronic Commerce Advantage   Add   View  14 pp.  Case Author(s): Farhoomand, Ali F.; Ng, Eugenia; Banerjee, Publication Date: 01/01/1999 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: The Dairy Farm Group of Companies (DFG) was a major food retailer based in Hong Kong with operations in a large number of major cities in Asia Pacific. Sales volume fell with the start of economic uncertainty in Asia around June 1997. Additionally, DFG faced competitive pressures from European and U.S. retail chains. DFG realized that in order to remain competitive, it had to re-evaluate its business strategy. The case looks at DFG's initiative toward adopting electronic retailing as a subset of electronic commerce. It also looks at the development of a technology architecture to facilitate the deployment of a consistent, enterprise-wide IT that would support DFG's business strategy into the next millenium. Teaching Purpose: Explores: 1) The importance of aligning IT with business strategy; 2) The role of IT in facilitating electronic commerce; and 3) Critical success factors in planning for electronic commerce. HBS Number: HKU046 Geographic Setting: Hong KongIndustry Setting: retail Event Year Start: 1997Event Year End: 1998 Subjects: Asia; Business processes; Electronic commerce; Food; Information systems; Reengineering; Retailing Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU047), 9p, by Ali F. Farhoomand, Eugenia Ng, Probir Banerjee (Sales restricted to North America.)   Add     9 pp.  Teaching Note For use with HKU046 HBS Number: HKU047 Subjects: Asia; Business processes; Electronic commerce; Food; Information systems; Reengineering; Retailing    Dairy Farm Group: Redesign of Business Systems and Processes   Added   View  20 pp.  Case Author(s): Farhoomand, Ali F.; Ng, Eugenia; Banerjee, Publication Date: 01/01/1999 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: 1997 marked the beginning of a slump in retail sales for the Dairy Farm Group of Companies (DFG), a major food retailer based in Hong Kong with operations in many major cities in Asia Pacific. The Asian economic crisis of 1997 was one cause. However, another major cause was increasing competition from aggressive European and U.S. retail chains that were preparing to gain a foothold in the growing Asian market. DFG realized that to combat competition and retain its dominant position in Asia Pacific, it had to change its business strategy from that of ``buying and selling'' to ``sensing and responding.'' The case investigates DFG's existing business systems and processes and looks at the possibilities of gaining competitive advantage, either by acquiring state of the art systems and technical infrastructure or through radical redesign of its critical business processes supported by technology. Teaching Purpose: 1) How organizations gain competitive advantage through business process reengineering (BPR); 2) IT as a facilitator of BPR; and 3) Competitive advantage through supply chain integration and logistics management. HBS Number: HKU049 Geographic Setting: Hong KongIndustry Setting: retail Event Year Start: 1997Event Year End: 1998 Subjects: Asia; Business processes; Corporate strategy; Electronic commerce; Food; Information technology; Retailing; Supply chain Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU050), 8p, by Ali F. Farhoomand, Eugenia Ng, Probir Banerjee (Sales restricted to North America.)   Add     8 pp.  Teaching Note For use with HKU049 HBS Number: HKU050 Subjects: Asia; Business processes; Corporate strategy; Electronic commerce; Food; Information technology; Retailing; Supply chain    Designing and Managing the Information Age IT Architecture   Add   View  24 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 08/15/1995 Revision Date: 09/26/1995 Product Type: Note Product Description: The co-evolution of technology, work, and the workforce over the past 30 years has dramatically influenced our concept of organizations and the industries within which they compete. No longer simply a tool to support ``back-office'' transactions, IT has become a strategic part of most businesses, enabling the redefinition of markets and industries and the strategies and designs of firms competing within them. But to achieve these information age benefits, companies must adopt information age technology architectures. Organizations must radically transform outdated IT architectures and the IT organizations required to support them. This technological transformation is every bit as daunting as the organizational transformation. This note describes general frameworks and concepts that managers can use to analyze their existing IT architecture and to define and manage the IT architecture required to support the information processing requirements of the Information Age organization. HBS Number: 9-196-005 Subjects: Information technology; Organizational change; Organizational design; Technological change Academic Discipline: Management of information systems    Designing and Managing the Information Age Organization   Add   View  34 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 08/15/1995 Revision Date: 11/02/2000 Product Type: Note Product Description: Managers and management theorists spent the majority of this century building and perfecting the hierarchy; however, if we believe the press, they now appear to be engaged in destroying it. While many proclaim the dawning of the ``Information Age'' organization and the fading of the hierarchical organization as a trend of the 1990s, the roots of these changes can be traced to the 1950s. This note provides organization design frameworks and concepts for the design of the Information Age organization. HBS Number: 9-196-003 Subjects: Information technology; Organizational change; Organizational design; Technological change Academic Discipline: Management of information systems    Digital Certificates and Signatures: Microsoft Corp.   Add   View  3 pp.  Case Author(s): Farhoomand, Ali F.; Ho, Mary Publication Date: 07/12/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: On March 22, 2001, Microsoft Corp. warned computer users that an individual posing electronically as a company representative had fooled VeriSign, Inc., the leading digital certificate authority, into issuing two fraudulent digital certificates in Microsoft's name. The certificates could be used by malicious attackers to trick computer users into running unsafe software programs. Despite the discovery of the fraud and the follow-up investigation by the FBI, the person who registered the certificates could not be found. The Microsoft case was the world's first reported case of digital certificate fraud. It raised serious questions about the sophistication of digital certificates and signatures and the rules governing the conduct of issuers and users in the electronic marketplace. The accident also revealed that a simple identity certificate/signature comes with complex and nonstandard policies and procedures that are vulnerable to regulatory and security flaws. HBS Number: HKU203 Geographic Setting: United StatesIndustry Setting: computers Event Year Start: 2001Event Year End: 2001 Subjects: Computer industry; Electronic commerce; Fraud; Legislation; Liability; Security Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU204), 8p, by Ali F. Farhoomand, Mary Ho (Sales restricted to North America.)   Add     8 pp.  Teaching Note For use with HKU203 HBS Number: HKU204 Subjects: Computer industry; Electronic commerce; Fraud; Legislation; Liability; Security    Digital Equipment Corp.: The Kodak Outsourcing Agreement (A)   Add   View  13 pp.  Case Author(s): Applegate, Lynda M.; Ibarra, Herminia; Ost Publication Date: 11/28/1990 Revision Date: 03/14/1994 Product Type: Case (Field) Product Description: Describes grassroots effort which culminated in Digital's winning a competitive bid for the outsourcing of Kodak's internal telecommunications business. Describes the “Telstar'' project, from the initial identification of the business opportunity to the process of crafting a partnership contract. Discussion topics include obtaining managerial and peer support, mobilizing informal networks, building an ad hoc team, managing relationships across organizational boundaries, and planning the transition from project team to ongoing operations. As the case ends, a key player must be replaced and a decision must be made concerning which Digital group will manage the new business. Russ Gullotti, the Digital executive who has overseen this effort considers how to help the team achieve a successful contract negotiation and subsequent transition to operations. Should also prompt discussion about leadership under ambiguity and management of innovation. HBS Number: 9-191-039 Geographic Setting: Boston, MA and Rochester, NY Industry Setting: computer, high technology, manufacturing Company Size: Fortune 500 Event Year Start: 1989 Event Year End: 1990 Subjects: Innovation; Partnerships; Sourcing; Teams; Telecommunications Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-191-040), 1p, by Lynda M. Applegate, Herminia Ibarra, Keri Ostrofsky; Teaching Note, (5-492-017), 11p, by Herminia Ibarra, Mark Cannon   Add     11 pp.  Teaching Note For use with 9-191-039 HBS Number: 5-492-017 Subjects: Innovation; Partnerships; Sourcing; Teams; Telecommunications    Digital Equipment Corp.: The Kodak Outsourcing Agreement (B)   Add   View  1 pp.  Case Author(s): Applegate, Lynda M.; Ibarra, Herminia; Ost Publication Date: 11/28/1990 Revision Date: 03/14/1994 Product Type: Supplement (Field) Product Description: Describes ``Frantic Friday,'' the day the Digital-Kodak contract was scheduled to be signed. Designed to be handed out in class. Must be used with: (9-191-039) Digital Equipment Corp.: The Kodak Outsourcing Agreement (A). HBS Number: 9-191-040 Subjects: Innovation; Partnerships; Sourcing; Teams; Telecommunications Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-492-017), 11p, by Herminia Ibarra, Mark Cannon   Add     11 pp.  Teaching Note For use with 9-191-040 HBS Number: 5-492-017 Subjects: Innovation; Partnerships; Sourcing; Teams; Telecommunications    Does IP Strategy Have to Cripple Open Innovation?   Add   View  9 pp.  Case Author(s): Alexy, Oliver ; Criscuolo, Paola ; Salter, Ammon Publication Date: 10/01/2009 Product Type: Case Publisher: MIT Sloan Management Review HBS Number: SMR334 Subjects: Innovation; Technology; Organizational management; Information systems Academic Discipline: Management of Information Systems Product Description: While the protection of intellectual property, or IP, seems to be at odds with a company's pursuit of open innovation, or OI -the selective use of research carried out elsewhere -businesses in the know can align these two approaches. An appropriate IP strategy can actually be an enabler of OI activities. In fact, an increasing number of companies, such as International Business Machines Corp., are involved in interconnected “ecosystems”-critically dependent on cooperating with other parties to generate innovations and profits. The authors'research has found that the enabling function of IP depends on the specific circumstances under which companies engage in OI. Two variables in particular have emerged as critical determinants: the technological environment in which the business is active, and the knowledge distribution among potential collaborators. Each variable is presented as having two possible values. The technological environment, for instance, is either calm or turbulent. Concerning the nature of innovative knowledge distribution, external knowledge can be thought of as residing either with the few (in puddles) or with the many (in oceans). By combining these two dimension sets, and thus creating four possible scenarios, we provide a better sense of a firm's most appropriate IP/IO strategy. Depending on the category into which the company falls, IP plays a different role as an enabler of OI.    Does IT Payoff? Strategies of Two Banking Giants   Add   View  15 pp.  Case Author(s): Farhoomand, Ali ; Huang, Minyi Publication Date: 12/21/2007 Revision Date: 03/01/2009 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU753 Subjects: Accounting; International business; Competitive strategy; Information systems; General managers; IT management Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (HKU754), 10p, by Ali Farhoomand, Minyi Huang Product Description: The IT productivity paradox debate has been going on for more than two decades, but the controversy has been exacerbated by a 2003 Harvard Business Review article by Nicolas Carr, who argues that IT doesn't matter. This case sheds light on the major drivers of IT investment: those investments targeted at improving operational efficiencies and those focused on entrenching a firm's strategic position. It does this by looking at the IT investment strategies of two of the world's largest financial institutions, HSBC and Citigroup. Of particular interest are how HSBC and Citigroup spend on IT projects, what drives their investments and the viability of measuring the efficacy of their investments in terms of improving operational efficiency or strategic position. By comparing the IT investments strategies of both banks, students will learn about the IT valuation process, the role of IT as a strategic necessity and IT's potential role in sustaining a firm's competitive advantage. Nominee for best paper award, International Conference on Information Systems (ICIS2007)    Does IT Payoff? Strategies of Two banking Giants, Teaching Note   Add     11 pp.  Teaching Note Author(s): Huang, Minyi; Farhoomand, Ali Publication Date: 12/21/2007 Product Type: Teaching Note Publisher: University of Hong Kong HBS Number: HKU754 Academic Discipline: Management of information systems Product Description: An abstract is not available for this product. Must be used with: (HKU753) Does IT Payoff? Strategies of Two Banking Giants.    Dot com Business Models   Add   View  2 pp.  Case Author(s): Nolan, Richard L. Publication Date: 06/11/2001 Product Type: Note Product Description: Describes dot com business models. Intended to be used as a handout with a case about dot com companies following case discussion. HBS Number: 9-301-152 Subjects: Business models; Information age Academic Discipline: Management of information systems    Drugstore.com   Add   View  23 pp.  Case Author(s): Nolan, Richard L. Publication Date: 09/15/1999 Revision Date: 04/05/2000 Product Type: Case (Field) HBS Number: 9-300-036 Geographic Setting: Unspecified Industry Setting: Internet/pharmaceuticals Gross Revenues: $8 million revenues Event Year Start: 1998 Event Year End: 1999 Subjects: Electronic commerce; Internet; Pharmaceuticals; Pharmaceuticals industry; World Wide Web Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-300-057), 12p, by Richard L. Nolan Product Description: On a clear day in August 1999 in the new headquarters of drugstore.com, against a backdrop of the Blue Angels flying in formation over Lake Washington practicing for their hydroplane Seafare Cup performance, Peter Neupert was pleased with his company's IPO performance. Just last month, on July 28, 1999, drugstore.com had burst to life as a public company. Shares priced at $18 had soared as high as $69 on the first day of trading, providing a total valuation for drugstore.com of more than $2.9 billion — and a record: drugstore.com was the fastest company ever to reach a valuation of $1 billion. The team had built a virtual drugstore on the Web. During the first six months of its existence more than 160,000 customers had come to shop for more than 17,000 drugstore products and prescription drugs. Customer orders were electronically sent to distribution centers run by Walsh Distribution and RxAmerica, both located in Texas. Drugstore.com had entered into outsourcing agreements/partnerships for fulfilling the orders with these two firms. For six months ending July 4, 1999, drugstore.com sold products to approximately 168,000 customers, and had net sales of $4.2 million with an operating loss of $30 million. In June of 1999, drugstore.com had 980,000 unique visits to its Web site compared to 560,000 unique vi   Add     12 pp.  Teaching Note For use with 9-300-036 HBS Number: 5-300-057 Subjects: Electronic commerce; Internet; Pharmaceuticals; Pharmaceuticals industry; World Wide Web    Du Pont’s Artificial Intelligence Implementation Strategy   Add   View  15 pp.  Case Author(s): Sviokla, John J.; Keil, Mark Publication Date: 07/29/1988 Revision Date: 05/11/1995 Product Type: Case (Field) Product Description: Describes Du Pont's attempt to follow a ``small is beautiful'' type approach toward implementing expert systems technology. Intended to illustrate that there is no ``one right way'' to implement expert systems and that the small systems approach can be a viable strategy provided that it fits the organization's culture, knowledge profile, and resource structure. Can also be used to illustrate the more general issues associated with end user adoption of new technology. May be used with: (88207) Putting Expert Systems to Work. HBS Number: 9-189-036 Geographic Setting: Wilmington, DEIndustry Setting: chemicalsCompany Size: Fortune 500Number of Employees: 150,000 Event Year Start: 1986Event Year End: 1988 Subjects: Artificial intelligence; Chemicals; Data processing; Growth management; Growth strategy; Implementation; Information systems; Technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-190-159), 16p, by John J. Sviokla   Add     16 pp.  Teaching Note For use with 9-189-036 HBS Number: 5-190-159 Subjects: Artificial intelligence; Chemicals; Data processing; Growth management; Growth strategy; Implementation; Information systems; Technology    Eastman Kodak Co.: Managing Information Systems Through Strategic Alliances   Add   View  24 pp.  Case   Add     18 pp.  Teaching Note For use with 9-192-030 HBS Number: 5-193-037 Subjects: Corporate strategy; Information services; Information systems; Partnerships; Sourcing; Strategic alliances; Suppliers    Edmund’s — www.edmunds.com   Add   View  14 pp.  Case Author(s): Sviokla, John J. Publication Date: 07/22/1996 Product Type: Case (Field) Product Description: Describes a firm that publishes an automobile price guide in books (600,000 units per year) and over the Internet (16,000 users a day and growing). The site can be visited at www.edmunds.com. In the marketplace, they make their money selling books. In the marketspace, they make their money on referrals--referring customers to Auto-By-Tel, a car shopping service and GEICO, an auto insurer, among others. Teaching Purpose: 1) To show how a trusted intermediary can reconfigure the demand patterns of individual shoppers. 2) To examine the potential price and channel pressure this type of new intermediary may have on the largest industry in the world--autos. HBS Number: 9-397-016 Geographic Setting: Los Angeles, CAIndustry Setting: autoNumber of Employees: 30Gross Revenues: $2 million revenues Event Year Start: 1995Event Year End: 1996 Subjects: Automotive supplies; Data processing; Direct marketing; Distribution; Information services; Publishing industry Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-399-036), 5p, by Richard L. Nolan, Stephen P. Bradley, John J. Sviokla, Kelley Porter    Edmund’s — www.edmunds.com, Supplement   Add   View  5 pp.  Case Author(s): Nolan, Richard L.; Bradley, Stephen P.; Sv Publication Date: 09/02/1998 Revision Date: 09/03/1999 Product Type: Supplement (Field) Product Description: Supplements the case. Must be used with: (9-397-016) Edmund's--www.edmunds.com. HBS Number: 9-399-036 Geographic Setting: Industry Setting: Subjects: Automotive supplies; Data processing; Direct marketing; Distribution; Information services; Publishing industry Academic Discipline: Management of information systems    EIU’s ViewsWire: New Wine in a New Bottle   Add   View  20 pp.  Case Author(s): Farhoomand, Ali F.; Lovelock, Peter Publication Date: 01/01/2000 Revision Date: 06/01/2000 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU071 Industry Setting: information service Event Year Start: 1998 Event Year End: 1998 Subjects: Competitive advantage; Electronic commerce; Information services; Internet; Intranets; Online information services Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU072), 8p, by Ali F. Farhoomand, Peter Lovelock Product Description: In seeking to adopt new technology and to establish a web presence, the EIU discovered that one of its competitive advantages was its own intranet and its own databases — effectively its own knowledge system. In so doing, the EIU has ended up creating a new product, ViewsWire, which some within the organization speculate is in fact a new genre. Neither a wire service nor a traditional publication, if it works it will fall somewhere between a newsletter and an information service; between a publisher and a consultancy. This case focuses on the opportunities that the networking technologies underlying the web provide, and the impact on internal processes of integrating the company's intranet with its distribution platform over the Internet. Teaching Purpose: To examine the impact of new media technologies on the old media businesses; to examine the integration of a corporate Intranet with the Internet: how they mesh together, what changes in work processes are required, what problems arise from streamlining the value chain; to examine the strategic information resources within a company, where they reside and how they can be leveraged; to examine the differences between a company's “public” and “private” (or internal) networking objectives; and to discuss the various ap   Add     8 pp.  Teaching Note For use with HKU071 HBS Number: HKU072 Subjects: Competitive advantage; Electronic commerce; Information services; Internet; Intranets; Online information services    Electronic Commerce at Air Products   Add   View  17 pp.  Case Author(s): McFarlan, F. Warren; Dailey, Melissa Publication Date: 08/19/1998 Product Type: Case (Field) HBS Number: 9-399-035 Geographic Setting: Pennsylvania Industry Setting: chemicals Number of Employees: 16,000 Gross Revenues: $4.6 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Chemicals; Computer networks; Computer systems; Electronic commerce; Information systems; Information technology; Internet Academic Discipline: Management of information systems Supplementary Materials: Case Video, (9-399-515), 24 min, by F. Warren McFarlan Product Description: In 1998, chief information officers (CIOs) in the highly competitive international gases and chemicals business came face-to-face with the reality that electronic commerce capability was a strategic necessity. The results of annual surveys of technology officers in the chemical industry indicated a shift in priorities from the building of a corporation's internal infrastructure in 1995 to enabling the same infrastructure to connect with customers, suppliers, and partners in 1998. Computer-supported collaborative work, electronic commerce, and Internet systems were cited by the CIOs as critical technologies in 1998, according to surveys conducted by Computer Sciences Corp. Most companies have completed in-house reengineering tasks and are ready to put new systems to work managing whole supply chains. The increasing strategic importance of electronic commerce commanded the attention of the senior executives of Air Products and Chemicals, Inc., an international corporation with headquarters in Trexlertown, PA. With sales of $4.6 billion in 1997, Air Products held the number two position in the gases industry in the United States, behind Praxair, and was the fourth largest provider in the worldwide market. Air Products Management Information Systems (MIS) Vice President J    Electronic Service Delivery Implementation and Acceptance Strategy   Add   View  17 pp.  Case Author(s): Farhoomand, Ali F.; McCauley, Marissa Publication Date: 08/15/2002 Revision Date: 08/01/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU223 Geographic Setting: Hong Kong Event Year Start: 2000 Event Year End: 2002 Subjects: Business government relations; Business models; Electronic commerce; Implementation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU224), 9p, by Ali F. Farhoomand, Marissa McCauley Product Description: In December 2000, the government of the Hong Kong Special Administrative Region (HKSAR) launched the Electronic Service Delivery (ESD) scheme, a flagship e-government project. The overall e-government strategy was to use a portal for the provision of electronic public services and commercial services, making the ESD portal (www.esd.gov.hk) a key element. The government contracted a single private operator to implement and provide ESD services for five years. The contract was awarded in November 1999 to ESD Services Ltd. (ESDSL). This case discusses how the HKSAR developed ESD's business model, which is a combination of government-to-citizen and business-to-citizen models, and how ESDSL is implementing it. Also focuses on the major challenges and issues that the private operator, ESDSL, faced in building, implementing, and managing an e-government project. ESD is in its second year of implementation and an immediate issue is the slow adoption of online transactions by the public, which is important in relation to the viability of the ESD's business model.   Add     9 pp.  Teaching Note For use with HKU223 HBS Number: HKU224 Subjects: Asia; Business government relations; Business models; Electronic commerce; Implementation    Enabling Business Strategy with IT at the World Bank   Add   View  30 pp.  Case Author(s): McFarlan, F. Warren; DeLacey, Brian Publication Date: 11/06/2003 Revision Date: 12/22/2003 Product Type: Color Case Product Description: World Bank IT provides services (communications, applications, video conferencing, knowledge sharing, distance learning, information sharing, client commerce, crisis management, etc.) on a global basis to the poorest countries in the globe via satellites. Covers the bank's global business strategy transformation and the role that IT plays enabling that vision. Covers strategy and implementation topics and conveys a sense of using IT to narrow the digital divide on a global scale while recapping the evolution of the bank's IT strategy and implementation from 1995 to 2003. Teaching Purpose: To heighten awareness of utilizing global networks and leveraging IT strategy to enable business strategy. HBS Number: 9-304-055 Geographic Setting: Global Industry Setting: development banking Number of Employees: 10,000 Gross Revenues: $18 billion in loan/assistance Event Year Start: 1995 Event Year End: 2003 Subjects: Developing countries; Development banks; Globalization; Information services; Information technology; Knowledge management; Networks; Strategy formulation Academic Discipline: Management of information systems Supplementary Materials: Case Video, (9-304-805), 4 min, by F. Warren McFarlan; Case Video, (9-304-806), 6 min, by F. Warren McFarlan    Enabling Business Strategy with IT at the World Bank   Add   View  30 pp.  Case Author(s): McFarlan, F. Warren; DeLacey, Brian J. Publication Date: 11/06/2003 Revision Date: 12/22/2003 Product Type: Color Case HBS Number: 304055 Geographic Setting: Global Industry Setting: Banking industry Number of Employees: 10,000 Gross Revenues: $18 billion in loan/assistance Event Year Start: 1995 Event Year End: 2003 Subjects: Computer networks; Developing countries; Globalization; Information technology; Knowledge management; Strategy formulation Academic Discipline: Management of information systems Supplementary Materials: Case Video, (304805), 4 min, by F. Warren McFarlan; Case Video, (304806), 6 min, by F. Warren McFarlan; Teaching Note, (306006), 4p, by F. Warren McFarlan Product Description: World Bank IT provides services (communications, applications, video conferencing, knowledge sharing, distance learning, information sharing, client commerce, crisis management, etc.) on a global basis to the poorest countries in the globe via satellites. This case covers the bank's global business strategy transformation and the role that IT plays in enabling that vision. Covers strategy and implementation topics and conveys a sense of using IT to narrow the digital divide on a global scale while recapping the evolution of the bank's IT strategy and implementation from 1995 to 2003.    Enabling Business Strategy with IT at the World Bank, Teaching Note   Add     4 pp.  Teaching Note Author(s): McFarlan, F. Warren Publication Date: 07/01/2005 Product Type: Teaching Note HBS Number: 5-306-006 Academic Discipline: Management of information systems Product Description: Teaching Note to (9-304-055). Must be used with: (9-304-055) Enabling Business Strategy with IT at the World Bank.    Extending an Electronic Trade Network to Sustain Competitive Advantage   Add   View  8 pp.  Case Author(s): Farhoomand, Ali F.; Ng, Pauline; Ng, Miche Publication Date: 11/09/2001 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Discusses Tradelink's strategy for extending its electronic trade network to neighboring countries. Focuses on building alliance strategy, identifying the value added that can be generated through integration of cross-country trade networks, and transitioning from a quasi-government organization to one that is market driven. With the expiry of the franchise at the end of 2003, Tradelink had to address three concerns: How can Tradelink maintain customer loyalty? How can it ensure continued growth and maintain its leadership in shaping e-commerce developments in Hong Kong and beyond? and What is the appropriateness and value of having a Pan-Asia e-Commerce Alliance? In 2001, Tradelink had a user base of over 53,000 companies. May be used with: (HKU051) Tradelink Electronic Commerce Ltd.: Implementation Strategy. HBS Number: HKU157 Geographic Setting: Hong Kong Event Year Start: 2001Event Year End: 2001 Subjects: Asia; Electronic commerce; International trade; Market positioning; Strategic alliances Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU158), 6p, by Ali F. Farhoomand, Pauline Ng (Sales restricted to North America.)   Add     6 pp.  Teaching Note For use with HKU157 HBS Number: HKU158 Subjects: Asia; Electronic commerce; International trade; Market positioning; Strategic alliances    Finding the Balance: Intellectual Property in the Digital Age   Add   View  18 pp.  Case Author(s): Burgelman, Robert A.; Meza, Philip Publication Date: 02/26/2003 Product Type: Case (Library) Publisher: Stanford University Product Description: Digital media--legitimate and otherwise--were one of the few bright spots for high-technology companies in the middle of a deep and protracted recession. These demands left computer makers, builders of components such as microprocessors, software developers, and others between a rock and a hard place. Consumers disliked many of the anti-piracy technologies promoted by media companies because they often restricted legal (as well as illegal) uses of the technologies. High-technology companies feared government intrusion, legislating which technologies they could market. Many thought that digital media could provide compelling services (the ``killer app'') that would drive device sales and promote broadband uptake. The issues surrounding intellectual property protection could either promote or inhibit digital media. As these complementors squared off, countless billions of dollars and much of the future of media and technology were at stake. Teaching Purpose: To discuss the role of intellectual property in technology industries. HBS Number: SM107 Geographic Setting: United States Industry Setting: intellectual property Event Year Start: 2003 Event Year End: 2003 Subjects: Copyright; High technology; Intellectual property; Patents Academic Discipline: Management of information systems    Firefly Network (A)   Add   View  16 pp.  Case Author(s): Brynjolfsson, Erik; Charlet, Jean-Claude Publication Date: 03/01/1998 Product Type: Case (Field) Publisher: Stanford University Product Description: Firefly Network develops software that allows Internet-based businesses to gather information about their online customers and deliver personalized information to them in return. Firefly was founded in March 1995 by a group of researchers of the MIT Media Lab working on applications of intelligent software agents. This case discusses the role of personalization software in building online communities and enhancing electronic commerce, with a particular focus on online book selling. It compares the different technologies available, including ``rules-based systems,'' and analyzes the related issues of trust and privacy. Finally, it questions revenue models for Web-based businesses, as well as the strategy of a young Internet software company trying to create an industry standard. May be used with: (OIT22S) Collaborative Filtering, Technology Note. HBS Number: OIT22A Geographic Setting: Cambridge, MAIndustry Setting: Internet softwareNumber of Employees: 80 Event Year Start: 1997Event Year End: 1998 Subjects: Artificial intelligence; Consumer marketing; Electronic commerce; Entrepreneurship; Growth strategy; Information technology; Internet; Marketing strategy; Software; Virtual communities Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (OIT22B), 2p, by Erik Brynjolfsson, Jean-Claude Charlet    Firefly Network (B)   Add   View  2 pp.  Case Author(s): Brynjolfsson, Erik; Charlet, Jean-Claude Publication Date: 04/01/1998 Product Type: Supplement (Field) Publisher: Stanford University Product Description: Supplements the (A) case. Must be used with: (OIT22A) Firefly Network (A). HBS Number: OIT22B Subjects: Artificial intelligence; Consumer marketing; Electronic commerce; Entrepreneurship; Growth strategy; Information technology; Internet; Marketing strategy; Software; Virtual communities Academic Discipline: Management of information systems    Ford Argentina: Transforming a Global Industry in a Local Market   Add   View  28 pp.  Case Author(s): Applegate, Lynda M.; Etchard, Paula; Berasategui, Laureano; Montealegre, Ramiro Publication Date: 06/30/2003 Product Type: Case (Field) Product Description: The president of Ford Argentina has to decide on the e-business approach at this subsidiary of Ford Motor Co. The approach must take into consideration the ambitious global e-business transformation proposed by the parent company within the context of a major economic crisis suffered in Argentina. Teaching Purpose: To understand the challenges of balancing global and local markets' constraints in implementing new technological initiatives. HBS Number: 9-803-093 Subjects: Alliances; Business models; Competitive strategy; Electronic commerce; Entrepreneurship; Growth strategy; Information age; Leadership; New economy; Organizational behavior; South America; Technology Academic Discipline: Management of information systems    Ford Motor Co.: Maximizing the Business Value of Web Technologies   Add   View  15 pp.  Case Author(s): Austin, Robert D.; Cotteleer, Mark Publication Date: 07/10/1997 Product Type: Case (Field) Product Description: Describes how one of the largest companies in the world is aggressively deploying Web technology, and how they are managing and supporting the new technology. Includes a discussion of infrastructure renewal, application development, extranets, and content management. Teaching Purpose: To demonstrate an effective rollout of a new technology with a particular focus on the challenges of managing information content to make it more useful to the business. HBS Number: 9-198-006 Geographic Setting: Michigan Industry Setting: automobiles Company Size: Fortune 500 Number of Employees: 370,000 Gross Revenues: $150 billion revenues Event Year Start: 1994 Event Year End: 1997 Subjects: Automotive supplies; Communication; Computer systems; Information services; Information systems; Information technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-699-030), 9p, by Robert D. Austin   Add     9 pp.  Teaching Note For use with 9-198-006 HBS Number: 5-699-030 Subjects: Automotive supplies; Communication; Computer systems; Information services; Information systems; Information technology    Frito-Lay, Inc.: A Strategic Transition — 1980-86   Add   View  30 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 04/20/1994 Revision Date: 10/22/2002 Product Type: Case (Field) Product Description: Describes the environmental, organizational, and information technology context in the late 1970s that led to the development of the initial vision for change and the actions taken to implement that vision. The case ends with the abrupt departure of the CEO as profits plunge. Students have an opportunity to explore what went wrong and to define an action plan that addresses both the short-term and long-term challenges faced by the incoming CEO. May be used with: (9-194-108) Frito-Lay, Inc.: A Strategic Transition--1987-89; (9-194-109) Frito-Lay, Inc.: A Strategic Transition--1990-92. HBS Number: 9-194-107 Geographic Setting: United StatesIndustry Setting: consumer products manufacturingCompany Size: Fortune 500Gross Revenues: $3 billion revenues Event Year Start: 1980Event Year End: 1986 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-195-014), 27p, by Lynda M. Applegate   Add     28 pp.  Teaching Note For use with 9-194-107 HBS Number: 5-195-014 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation    Frito-Lay, Inc.: A Strategic Transition — 1987-89   Add   View  21 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 04/20/1994 Revision Date: 10/29/2002 Product Type: Case (Field) Product Description: Describes the actions taken by the new CEO to return the company to profitability, to clarify the vision, and then to build the infrastructure (human, capital, and information) needed to support the long-term change in strategy and organization. Ends with senior management poised to institute a second round of organizational change initiatives--this time more radical in nature. Provides a rich description of the evolutionary nature of the vision for change and the development of the organizational and information infrastructure needed to support it. Students have an opportunity to define a detailed change agenda (e.g., specific changes in organization structure, management systems, people, processes, and information) and the actions needed to implement it. May be used with: (9-194-107) Frito-Lay, Inc.: A Strategic Transition--1980-86; (9-194-109) Frito-Lay, Inc.: A Strategic Transition--1990-92. HBS Number: 9-194-108 Geographic Setting: United StatesIndustry Setting: consumer products manufacturingCompany Size: Fortune 500Gross Revenues: $4.2 billion revenues Event Year Start: 1987Event Year End: 1989 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-195-015), 36p, by Lynda M. Applegate   Add     36 pp.  Teaching Note For use with 9-194-108 HBS Number: 5-195-015 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation    Frito-Lay, Inc.: A Strategic Transition — 1990-92   Add   View  18 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 04/22/1994 Revision Date: 10/22/2002 Product Type: Case (Field) Product Description: Describes the changes in structure, management systems, people, and processes instituted by the company. Provides students with an opportunity to explore the nature of ``IT-enabled'' organizational change and the process through which it is implemented. Also enables a more general discussion of the challenges that companies face in organizing and managing in the 1990s and the actions that they are taking to meet those challenges. Affords an opportunity to confront the rhetoric of the emergence of a ``new organization paradigm'' with the reality. May be used with: (9-194-107) Frito-Lay, Inc.: A Strategic Transition--1980-86; (9-194-108) Frito-Lay, Inc.: A Strategic Transition--1987-89. HBS Number: 9-194-109 Geographic Setting: United StatesIndustry Setting: consumer products manufacturingCompany Size: Fortune 500Gross Revenues: $6.1 billion revenues Event Year Start: 1990Event Year End: 1992 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-195-016), 40p, by Lynda M. Applegate   Add     40 pp.  Teaching Note For use with 9-194-109 HBS Number: 5-195-016 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation    Frito-Lay, Inc.: A Strategic Transition (A)   Add   View  22 pp.  Case Author(s): Mead, Melissa; Linder, Jane Publication Date: 01/01/1987 Revision Date: 01/19/1988 Product Type: Case (Field) Product Description: The setting is a food manufacturing company which has stumbled in terms of its historic growth and profit achievements. In trying to recapture its momentum, the president has used information technology as one element in his program of transition. The case focuses on the strategic problem and setting, the use of information technology for organizational change, and the associated implementation problems. May be used with: (9-190-071) Frito-Lay, Inc.: A Strategic Transition (C); (9-193-004) Frito-Lay, Inc.: A Strategic Transition (D); (9-193-129) Frito-Lay, Inc.: A Strategic Transition (A) (Updated). HBS Number: 9-187-065 Geographic Setting: Dallas, TXIndustry Setting: food manufacturingCompany Size: Fortune 500Gross Revenues: $2.5 billion sales Event Year Start: 1986Event Year End: 1986 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Supplement (Library), (9-187-123), 8p, by Melissa Mead, Jane Linder; Teaching Note, (5-189-044), 8p, by Melissa Mead; Teaching Note, (5-191-191), 21p, by Lynda M. Applegate; Case Video, (1-891-510), 9 min, by Frito-Lay   Add     21 pp.  Teaching Note For use with 9-187-065 HBS Number: 5-191-191 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation    Frito-Lay, Inc.: A Strategic Transition (A) (Updated)   Add   View  21 pp.  Case Author(s): Applegate, Lynda M. Publication Date: 02/24/1993 Revision Date: 03/11/1993 Product Type: Case (Field) Product Description: The setting is a food manufacturing company that has stumbled in terms of its historic growth and profit achievements. In trying to recapture momentum, the president has used information technology as one element in his program of transition. The case focuses on the strategic problem and setting, the use of information technology for organizational change, and the associated implementation problems. May be used with: (9-187-065) Frito-Lay, Inc.: A Strategic Transition (A); (9-190-071) Frito-Lay, Inc.: A Strategic Transition (C); (9-193-004) Frito-Lay, Inc.: A Strategic Transition (D). HBS Number: 9-193-129 Geographic Setting: Dallas, TXIndustry Setting: food manufacturingCompany Size: Fortune 500Gross Revenues: $2.5 billion sales Event Year Start: 1986Event Year End: 1986 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Supplement (Library), (9-187-123), 8p, by Melissa Mead, Jane Linder; Teaching Note, (5-189-044), 6p, by Melissa Mead; Teaching Note, (5-191-191), 21p, by Lynda M. Applegate   Add     6 pp.  Teaching Note Author(s): Mead, Melissa Publication Date: 08/18/1988 Product Type: Teaching Note Product Description: Teaching Note for (9-187-065). Must be used with: (9-193-129) Frito-Lay, Inc.: A Strategic Transition (A) (Updated); (9-187-065) Frito-Lay, Inc.: A Strategic Transition (A). HBS Number: 5-189-044 >Academic Discipline: Management of information systems    Frito-Lay, Inc.: A Strategic Transition (B)   Add   View  8 pp.  Case Author(s): Mead, Melissa; Linder, Jane Publication Date: 02/17/1987 Revision Date: 02/24/1993 Product Type: Supplement (Library) Product Description: Supplements the (A) and (A) Updated cases. Must be used with: (9-193-129) Frito-Lay, Inc.: A Strategic Transition (A) (Updated); (9-187-065) Frito-Lay, Inc.: A Strategic Transition (A). HBS Number: 9-187-123 Subjects: Food; Information systems; Organizational change; Strategy implementation; Technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-190-177), 24p, by Lynda M. Applegate; Case Video, (1-891-510), 9 min, by Frito-Lay    Frito-Lay, Inc.: A Strategic Transition (C)   Add   View  20 pp.  Case Author(s): Applegate, Lynda M.; Wishart, Nicole Publication Date: 12/08/1989 Revision Date: 02/24/1993 Product Type: Case (Field) Product Description: In 1989, Frito-Lay designed an information technology infrastructure to support time-based competition and organizational restructuring. The company planned to provide timely flexible information to all major decision makers at all levels. This case describes the information support architecture and its anticipated effects. May be used with: (9-187-065) Frito-Lay, Inc.: A Strategic Transition (A); (9-193-004) Frito-Lay, Inc.: A Strategic Transition (D); (9-193-129) Frito-Lay, Inc.: A Strategic Transition (A) (Updated). HBS Number: 9-190-071 Geographic Setting: Dallas, TXIndustry Setting: snack foodsCompany Size: largeGross Revenues: $3.5 billion sales Event Year Start: 1989Event Year End: 1989 Subjects: Food; Information systems; Information technology; Organizational change; Technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-190-200), 26p, by Lynda M. Applegate; Case Video, (1-891-510), 9 min, by Frito-Lay    Frito-Lay, Inc.: A Strategic Transition (D)   Add   View  44 pp.  Case Author(s): Applegate, Lynda M.; Conrad, Melinda B.; O Publication Date: 09/29/1992 Revision Date: 07/28/1993 Product Type: Case (Field) Product Description: Provides a thorough overview of the company's 1990 and 1991 reorganizations and the resulting demand for information technology in lower levels of the organization. Closes with a discussion of Frito-Lay's most recent information technology projects, Explorer and Navigator. May be used with: (9-187-065) Frito-Lay, Inc.: A Strategic Transition (A); (9-190-071) Frito-Lay, Inc.: A Strategic Transition (C); (9-193-129) Frito-Lay, Inc.: A Strategic Transition (A) (Updated). HBS Number: 9-193-004 Geographic Setting: Dallas, TXIndustry Setting: snack foodsCompany Size: largeGross Revenues: $3.5 billion sales Event Year Start: 1990Event Year End: 1991 Subjects: Food; Information systems; Information technology; Organizational change; Technology Academic Discipline: Management of information systems    Frito-Lay, Inc.: Funding for Information Systems   Add   View  10 pp.  Case Author(s): Vitale, Michael R. Publication Date: 07/02/1986 Revision Date: 08/31/1986 Product Type: Case (Field) Product Description: Frito-Lay, Inc., a large snack foods company, has adopted a new method for allocating information systems resources. The method and its rationale are described in detail, along with user reactions. The new scheme is simple, but is it an improvement? Will it be appropriate for the long term? HBS Number: 9-187-012 Geographic Setting: United StatesIndustry Setting: snack foodsCompany Size: Fortune 500Gross Revenues: $2.8 billion sales Event Year Start: 1985Event Year End: 1985 Subjects: Control systems; Food; Information systems; Project evaluation; Resource allocation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-187-020), 5p, by Michael R. Vitale   Add     5 pp.  Teaching Note For use with 9-187-012 HBS Number: 5-187-020 Subjects: Control systems; Food; Information systems; Project evaluation; Resource allocation    Frito-Lay, Inc.: The Navigator Project (A)   Add   View  34 pp.  Case Author(s): Applegate, Lynda M.; Mason, Richard O.; Conrad, Melinda B. Publication Date: 06/29/1993 Revision Date: 12/08/1995 Product Type: Case (Field) Product Description: Provides an overview of the company's recent organizational changes followed by a discussion of the company's new sales promotion software, ``Promotion Planner.'' The president of Frito-Lay's central division must decide how he should proceed with the rollout of this new technology. HBS Number: 9-193-025 Geographic Setting: United StatesIndustry Setting: snack foodsCompany Size: Fortune 500Gross Revenues: $5 billion revenues Event Year Start: 1992Event Year End: 1992 Subjects: Food; Information systems; Organizational change; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-193-085), 2p, by Lynda M. Applegate, Richard O. Mason, Melinda B. Conrad    Frito-Lay, Inc.: The Navigator Project (B)   Add   View  2 pp.  Case Author(s): Applegate, Lynda M.; Mason, Richard O.; Conrad, Melinda B. Publication Date: 06/29/1993 Revision Date: 04/10/1994 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-193-025) Frito-Lay, Inc.: The Navigator Project (A). HBS Number: 9-193-085 Subjects: Food; Information systems; Organizational change; Strategy implementation Academic Discipline: Management of information systems    Frontier Airlines, Inc. (A)   Add   View  20 pp.  Case Author(s): Vitale, Michael R. Publication Date: 11/15/1983 Revision Date: 01/01/1988 Product Type: Case (Field) Product Description: Frontier, once a relatively small regional carrier, expanded rapidly after deregulation of the airline industry. By 1982 it found further growth difficult, due in part to its rivals' aggressive--and, according to Frontier, unfair--use of their computer reservations systems. Describes Frontier's current systems and its strategy for future systems. Frontier Airlines, Inc. (B) provides a follow-up. May be used with: (9-186-191) Frontier Airlines, Inc. (B); (9-186-304) OTISLINE (A); (9-189-085) Agrico, Inc.: A Software Dilemma; (9-189-142) The Incident at Waco Manufacturing; (9-190-130) Information Technology in Organizations: Emerging Issues in Ethics and Policy. HBS Number: 9-184-041 Geographic Setting: United StatesIndustry Setting: airlineCompany Size: largeGross Revenues: $600 million revenues Event Year Start: 1982Event Year End: 1983 Subjects: Airlines; Computer systems; Deregulation; Information systems; Transportation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-187-026), 5p, by Michael R. Vitale; Teaching Note, (5-193-056), 6p, by Lynda M. Applegate   Add     6 pp.  Teaching Note For use with 9-184-041 HBS Number: 5-193-056 Subjects: Airlines; Computer systems; Deregulation; Information systems; Transportation   Add     4 pp.  Teaching Note Author(s): Vitale, Michael R. Publication Date: 07/29/1986 Product Type: Teaching Note Product Description: Teaching Note for (9-184-041) and (9-186-191). Must be used with: (9-184-041) Frontier Airlines, Inc. (A); (9-186-191) Frontier Airlines, Inc. (B). HBS Number: 5-187-026 >Academic Discipline: Management of information systems

Frontier Airlines, Inc. (A) (Condensed)   Add   View  18 pp.  Case Author(s): McFarlan, F. Warren; Copeland, Duncan G. Publication Date: 09/23/1988 Product Type: Case (Field) Product Description: Describes a regional airline that is on the losing end of a strategic application of information technology. Management is focusing on internal data processing issues while its principal, and larger, competitor is using its computerized reservations system to gain control of ticket distribution channels. A rewritten version of an earlier case. May be used with: (9-189-098) Note on Airline Reservations Systems (Revised), Part I. HBS Number: 9-189-074 Geographic Setting: Denver, COIndustry Setting: air transportCompany Size: largeGross Revenues: $500 million sales Event Year Start: 1983Event Year End: 1983 Subjects: Airlines; Computer systems; Deregulation; Information systems; Information technology; Transportation Academic Discipline: Management of information systems    Frontier Airlines, Inc. (B)   Add   View  7 pp.  Case Author(s): Vitale, Michael R. Publication Date: 12/31/1985 Revision Date: 05/21/1986 Product Type: Case (Library) Product Description: Describes events at Frontier from the time of the (A) case to the end of 1985. A brief description of regulations regarding the use of computerized reservations systems is also included. May be used with: (9-184-041) Frontier Airlines, Inc. (A); (9-186-304) OTISLINE (A); (9-189-085) Agrico, Inc.: A Software Dilemma; (9-189-142) The Incident at Waco Manufacturing; (9-190-130) Information Technology in Organizations: Emerging Issues in Ethics and Policy. HBS Number: 9-186-191 Geographic Setting: Denver, CO Industry Setting: airline Company Size: large Gross Revenues: $600 million sales Event Year Start: 1983 Event Year End: 1985 Subjects: Airlines; Computer systems; Deregulation; Information systems; Transportation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-187-026), 5p, by Michael R. Vitale; Teaching Note, (5-193-056), 6p, by Lynda M. Applegate   Add     6 pp.  Teaching Note For use with 9-186-191 HBS Number: 5-193-056 Subjects: Airlines; Computer systems; Deregulation; Information systems; Transportation    F-Secure Corporation: Software as a Service (SaaS) in the Security Solutions Market   Added   View  22 pp.  Case Author(s): Applegate, Lynda M.; Austin, Robert D. Publication Date: 01/08/2009 Product Type: Case (Field) HBS Number: 9-809-099 Geographic Setting: Finland Industry Setting: Information systems Number of Employees: 700 Gross Revenues: $120 million (US) Event Year Start: 2008 Event Year End: 2008 Subjects: Computer security; Disruptive innovations; Information management; Information systems; Security & privacy; Software development; Technology; Technology management Academic Discipline: Management of information systems Product Description: Describes the development of a business model based on “software as a service” (SaaS) for security solution distributed through Internet Service Providers (ISPs). F-Secure disruptively entered a mature business with dominant players by executing an innovative new service modal. The case describes the challenges involved in developing and executing the new service model, and offers students opportunities to discuss the evolving challenges the company faces looking forward.    F-Secure Corporation: Software as a Service (SaaS) in the Security Solutions Market   Add   View  22 pp.  Case Author(s): Applegate, Lynda M.; Austin, Robert D.; Lyytinen, Kalle; Penttinen, Esko; Saarinen, Timo Publication Date: 01/08/2009 Revision Date: 02/26/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 809099 Geographic Setting: Finland Number of Employees: 700 Gross Revenue: $120 mil (US) Event Year Start: 2008 Subjects: Technology; Information management; Information systems; Information & technology; Computer security; Disruptive innovation; Security & privacy; Software development Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (809151), 7p, by Robert D. Austin, Lynda M. Applegate, Kalle Lyytinen, Esko Penttinen, Timo Saarinen Product Description: Describes the development of a business model based on “software as a service” (SaaS) for security solution distributed through Internet Service Providers (ISPs). F-Secure disruptively entered a mature business with dominant players by executing an innovative new service model. The case describes the challenges involved in developing and executing the new service model, and offers students opportunities to discuss the evolving challenges the company faces looking forward.    General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (A)   Add   View  22 pp.  Case Author(s): McFarlan, F. Warren; Seger, Katherine N. Publication Date: 04/16/1993 Revision Date: 05/05/1994 Product Type: Case (Field) Product Description: Designed to generate discussion on the issues of outsourcing from the perspective of a firm thinking about turning over its IS activities to a third-party vendor. May be used with: (9-193-145) General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (B); (9-193-146) General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (C). HBS Number: 9-193-144 Geographic Setting: United StatesIndustry Setting: defense/information technologyCompany Size: Fortune 500Gross Revenues: $8.7 billion revenues Event Year Start: 1991Event Year End: 1991 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-048), 10p, by F. Warren McFarlan   Add     10 pp.  Teaching Note For use with 9-193-144 HBS Number: 5-196-048 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation    General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (B)   Add   View  22 pp.  Case Author(s): McFarlan, F. Warren; Seger, Katherine N. Publication Date: 04/16/1993 Revision Date: 12/03/2001 Product Type: Case (Field) Product Description: Designed to look at outsourcing from the perspective of a major computer services company trying to get into the business. May be used with: (9-193-144) General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (A); (9-193-146) General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (C). HBS Number: 9-193-145 Geographic Setting: United StatesIndustry Setting: defense/information technologyCompany Size: Fortune 500Gross Revenues: $8.7 billion revenues Event Year Start: 1991Event Year End: 1991 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-048), 10p, by F. Warren McFarlan   Add     10 pp.  Teaching Note For use with 9-193-145 HBS Number: 5-196-048 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation    General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (C)   Add   View  25 pp.  Case Author(s): McFarlan, F. Warren; Seger, Katherine N. Publication Date: 04/16/1993 Revision Date: 12/06/2001 Product Type: Case (Field) Product Description: Outlines the full architecture of an outsourcing agreement and allows the class to discuss what should and should not be in such agreements. May be used with: (9-193-144) General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (A); (9-193-145) General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (B). HBS Number: 9-193-146 Geographic Setting: United StatesIndustry Setting: defense/information technologyCompany Size: Fortune 500Gross Revenues: $8.7 billion revenues Event Year Start: 1991Event Year End: 1991 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-193-147), 8p, by F. Warren McFarlan, Katherine N. Seger    General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (D)   Add   View  8 pp.  Case Author(s): McFarlan, F. Warren; Seger, Katherine N. Publication Date: 04/16/1993 Revision Date: 06/02/1993 Product Type: Supplement (Field) Product Description: Designed to be handed out after discussion of the (C) case. Must be used with: (9-193-146) General Dynamics and Computer Sciences Corp.: Outsourcing the IS Function (C). HBS Number: 9-193-147 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation Academic Discipline: Management of information systems    General Dynamics and Computer Sciences: Outsourcing IS (A) and (B) (Abridged)   Add   View  26 pp.  Case Author(s): McFarlan, F. Warren; Seger, Katherine N. Publication Date: 06/02/1993 Product Type: Case (Field) Product Description: Describes the largest information systems outsourcing agreement in the industry from the perspectives of both companies involved in the deal. HBS Number: 9-193-178 Geographic Setting: United StatesIndustry Setting: defense/information technologyCompany Size: Fortune 500Gross Revenues: $8.7 billion revenues Event Year Start: 1991Event Year End: 1991 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-048), 10p, by F. Warren McFarlan   Add     10 pp.  Teaching Note For use with 9-193-178 HBS Number: 5-196-048 Subjects: Computer systems; Information services; Information systems; Organizational change; Sourcing; Strategy implementation    General Electric Canada: Designing a New Organization   Add   View  24 pp.  Case Author(s): Applegate, Lynda M.; Cash, James I., Jr. Publication Date: 01/18/1989 Revision Date: 03/21/1991 Product Type: Case (Field) Product Description: General Electric Canada used sociotechnical design techniques to restructure its financial, administrative, facilities, and information technology service from a decentralized, hierarchical organization to a centralized organization composed of self-managing, multi-skilled work teams. The case explores the role of information technology in supporting and enabling the intensive information sharing and communication required by the new organization design. HBS Number: 9-189-138 Geographic Setting: Mississauga, ON, CanadaCompany Size: largeGross Revenues: $1.7 billion 1987 sales Event Year Start: 1985Event Year End: 1989 Subjects: Canada; Information systems; Information technology; Organizational design; Teams; Technology Academic Discipline: Management of information systems    George B.H. Macomber Co. — 1990   Add   View  24 pp.  Case Author(s): Sviokla, John J.; Wong, Audris Publication Date: 02/20/1991 Product Type: Case (Field) Product Description: Details a fledgling president's attempt to build an information systems and manage the expertise base of the firm. Intrigued by the potential information technology holds for the construction industry, this general contractor has initiated the overhaul of the firm's information systems, in order to be ready for the "information wave" in the future. Meanwhile, the recession has created new stresses on the core competence of its quality estimating department. Macomber is trying to decide how best to manage the estimating department and what tools will aid in ensuring the future strength of the expertise base. Focuses on the need to understand the nature of expertise in the broader perspective of forming a strategic information-based company. HBS Number: 9-191-120 Geographic Setting: Boston, MAIndustry Setting: constructionCompany Size: mid-sizeNumber of Employees: 125Gross Revenues: $100 million revenue Event Year Start: 1990Event Year End: 1990 Subjects: Construction; Control systems; Employee training; Experience curves; Information systems; Information technology Academic Discipline: Management of information systems    Government E-Procurement: Electronic Tendering System in the Hong Kong SAR   Add   View  21 pp.  Case Author(s): Markus, Lynne; Farhoomand, Ali F.; Ho, Pho Publication Date: 06/25/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: The Electronic Tendering System (ETS) was a flagship project under the Hong Kong Special Administration Region's (HKSAR's) e-government strategy to lead by example in the adoption of electronic means for government transactions with the public and businesses. With the success of the initial launch in April 2000, HKSAR planned to extend the ETS to all other government procurements, with a goal of transferring 80% of all procurement tenders online by the end of 2003. Also under consideration was an Electronic Marketplace System (EMS) for the small value purchases and to integrate the two systems for a total procurement solution. Teaching Purpose: To discuss how implementation of an IT project has brought about changes in various aspects of a corporate organization and how these changes are managed by means of communications, organizational restructures, processes, and technology. HBS Number: HKU238 Geographic Setting: Hong Kong Event Year Start: 2000Event Year End: 2000 Subjects: Asia; Business government relations; Electronic commerce; Information technology; Purchasing Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU239), 7p, by Lynne Markus, Ali F. Farhoomand, Phoebe Ho (Sales restricted to North America.)   Add     7 pp.  Teaching Note For use with HKU238 HBS Number: HKU239 Subjects: Asia; Business government relations; Electronic commerce; Information technology; Purchasing    Grand Junction Networks   Add   View  14 pp.  Case Author(s): Rachleff, Andrew; Coates, Bethany Publication Date: 01/02/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: E240 Industry Setting: High technology Subjects: Entrepreneurship; High technology Academic Discipline: Management of information systems Product Description: In October 1991, Howard Charney, a co-founder of 3Com, and Bernard Daines, an expert on Ethernet and networking, began hosting brainstorming sessions for “the next big idea in networking” at Charney's home in Los Gatos, California. Participants included David Boggs, the co-inventor of Ethernet, and former 3Com executives Ron Crane, Larry Birenbaum, and Andy Verhalen. The team batted around and ultimately dismissed a number of proposals over several months until Birenbaum posed the question, “What if we just made Ethernet go faster?” At the time, 10-Megabit-per-second (Mbps) Ethernet market share for local area networks (LANs) was between 80-90%. It was a mature market. Unit volumes continued to grow, but prices were declining and overall revenue remained flat (see Exhibit 1). Venture and corporate funding was primarily focused on 100 Mbps successors to Ethernet, namely Fiber Distributed Data Interface (FDDI) and Asynchronous Transfer Mode (ATM). Birenbaum noted, “Most industry pundits believed Ethernet was dead. It only went 10 Mbps and had some other perceived flaws. ATM and FDDI were considered whizzy and sexy and exciting.” Despite the flood of interest and capital moving in another direction, the team decided to look into whether they could substantially increase the data rate of Ethernet. They realized that they could develop switches and combine FDDI's physical layer with the CSMA/CD MAC layer to create “Fast Ethernet.” With the market favoring standards-based solutions, Charney and his team determined that the existing standards commit    H.E. Butt Grocery Co.: A Leader in ECR Implementation (A) (Abridged)   Add   View  13 pp.  Case Author(s): McFarlan, F. Warren Publication Date: 08/22/1995 Revision Date: 07/25/1997 Product Type: Case (Field) Product Description: Describes the industry context that has resulted in the development of efficient consumer response (ECR) within the grocery industry and its adoption by H.E. Butt Grocery Co. May be used with: (9-198-016) H.E. Butt Grocery Co.: A Leader in ECR Implementation (B) (Abridged); (9-300-106) H.E. Butt Grocery Co.: The New Digital Strategy (A). HBS Number: 9-196-061 Geographic Setting: San Antonio, TX Industry Setting: retail food Gross Revenues: $3.2 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Data processing; Information technology; Organizational change; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-396-084), 4p, by F. Warren McFarlan; Teaching Note, (5-399-073), 6p, by F. Warren McFarlan   Add     6 pp.  Teaching Note For use with 9-196-061 HBS Number: 5-399-073 Subjects: Data processing; Information technology; Organizational change; Supermarkets   Add     4 pp.  Teaching Note Author(s): McFarlan, F. Warren Publication Date: 10/25/1995 Product Type: Teaching Note Product Description: Teaching Note for (9-196-061). Must be used with: (9-196-061) H.E. Butt Grocery Co.: A Leader in ECR Implementation (A) (Abridged). HBS Number: 5-396-084 >Academic Discipline: Management of information systems    H.E. Butt Grocery Co.: A Leader in ECR Implementation (B) (Abridged)   Add   View  5 pp.  Case Author(s): Austin, Robert D.; McFarlan, F. Warren Publication Date: 07/14/1997 Revision Date: 06/15/2001 Product Type: Case (Field) Product Description: H.E. Butt Grocery Co. led the grocery industry in adopting many innovations, including category management, electronic data interchange, and continuous replenishment. They have also moved aggressively and profitably into newer applications such as Scanner-based payment and basket analysis. May be used with: (9-196-061) H.E. Butt Grocery Co.: A Leader in ECR Implementation (A) (Abridged); (9-300-106) H.E. Butt Grocery Co.: The New Digital Strategy (A). HBS Number: 9-198-016 Geographic Setting: San Antonio, TXIndustry Setting: retail food Event Year Start: 1994Event Year End: 1997 Subjects: Data processing; Information technology; Organizational change; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-399-073), 6p, by F. Warren McFarlan   Add     6 pp.  Teaching Note For use with 9-198-016 HBS Number: 5-399-073 Subjects: Data processing; Information technology; Organizational change; Supermarkets    H.E. Butt Grocery Co.: The New Digital Strategy (A)   Add   View  6 pp.  Case Author(s): McFarlan, F. Warren; Dailey, Melissa Publication Date: 04/14/2000 Revision Date: 11/20/2003 Product Type: Case (Field) Product Description: Shows how the company's IT priorities have moved from primary supply chain restructuring to e-commerce. Shows the new organization structure created by the company. Students must decide whether this new structure will work. Teaching Purpose: To highlight the challenges and options of transformation in the world of e-commerce. May be used with: (9-196-061) H.E. Butt Grocery Co.: A Leader in ECR Implementation (A) (Abridged); (9-198-016) H.E. Butt Grocery Co.: A Leader in ECR Implementation (B) (Abridged). HBS Number: 9-300-106 Geographic Setting: Texas Industry Setting: grocery Gross Revenues: $7 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-301-125), 2p, by F. Warren McFarlan; Teaching Note, (5-302-027), 7p, by F. Warren McFarlan   Add     7 pp.  Teaching Note For use with 9-300-106 HBS Number: 5-302-027 Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets    H.E. Butt Grocery Co.: The New Digital Strategy (B)   Add   View  2 pp.  Case Author(s): McFarlan, F. Warren Publication Date: 05/09/2001 Revision Date: 10/09/2001 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-300-106) H.E. Butt Grocery Co.: The New Digital Strategy (A). HBS Number: 9-301-125 Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-302-027), 7p, by F. Warren McFarlan   Add     7 pp.  Teaching Note For use with 9-301-125 HBS Number: 5-302-027 Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets    Hanging Up the (Old) Phone: IP Communications in 2004   Add   View  32 pp.  Case Author(s): Burgelman, Robert A.; Vadasz, Les; Meza, Philip Publication Date: 11/10/2004 Product Type: Case (Field) Publisher: Stanford University Product Description: The fundamental change to telephony service that Voice over Internet Protocol (VoIP) portended affected a number of constituencies. Start-up companies, as well as large, established phone companies and cable television providers, offered VoIP calling plans that could substitute many of the phone services sold by the same or other established providers. These same providers might also benefit from VoIP by using it to enter new markets. Other companies that previously had nothing to do with telephony could become VoIP telephone service providers: For example, the necessary software codes to make VoIP calls were written into Microsoft's XP operating system through its Instant Messaging feature. However, Internet Protocol communications represented a fundamental challenge to the complex web of federal and state regulations that governed telephony. Because VoIP telephony was not tied to physical telephony networks in specific geographic regions, it raised the question of whether federal or state regulators would have jurisdiction over VoIP services and how jurisdiction would be exercised. HBS Number: SM127 Subjects: Business government relations; Industry analysis; Regulation; Telecommunications; Telecommunications industry Academic Discipline: Management of information systems    Hannaford Brothers: Leading the Grocery Channel Transformation   Add   View  13 pp.  Case Author(s): McKenney, James L.; Schiano, William T.; Clark, Theodore H. Publication Date: 05/26/1995 Product Type: Case (Field) Product Description: The merchandising manager of a supermarket chain leads an effort to reorganize the process of buying and delivering products from manufacturers to their warehouse for further distribution to stores. The company is an early mover in implementing efficient consumer response. Teaching Purpose: Poses the organizational and system decisions facing managers as they move to be more effective competitors in the supermarket industry. HBS Number: 9-195-127 Geographic Setting: MaineIndustry Setting: groceryGross Revenues: $2 billion revenues Event Year Start: 1994Event Year End: 1994 Subjects: Information systems; Logistics; Reorganization; Supermarkets; Suppliers Academic Discipline: Management of information systems    High-Definition TV: The Grand Alliance   Add   View  23 pp.  Case Author(s): Eisenmann, Thomas Publication Date: 12/03/2003 Revision Date: 10/07/2005 Product Type: Case (Library) Product Description: Describes political and economic forces that influenced the development of an all-digital, high-definition television (HDTV) standard in the United States between 1986 and 1996. Outlines the stakes for various government and industry participants in the standard-setting process. Contrasts the market-led approach used in developing U.S. HDTV standards to the government-led processes employed in Japan and Europe, where billions of dollars were invested in R&D but the resulting analog standards were soon abandoned. Concludes with a series of unresolved policy issues facing U.S. regulators in 1996, for example, whether to intervene to resolve technical disputes between the broadcasting and computer industries, whether to mandate or simply authorize use of an HDTV standard, and whether to set specific deadlines for broadcasters' deployment of HDTV technology. HBS Number: 9-804-103 Geographic Setting: Global Industry Setting: Television Event Year Start: 1980 Event Year End: 1996 Subjects: Business government relations; Electronics; Entrepreneurial management; Standardization; Telecommunications Academic Discipline: Management of information systems    Hong Kong TradeLink: News from the Second City   Add   View  9 pp.  Case Author(s): Konsynski, Benn; King, John Publication Date: 07/27/1990 Revision Date: 11/08/1995 Product Type: Case (Library) Product Description: Presents a sequence of public information on the promotion of electronic data interchange to improve the competitive posture of Hong Kong. HBS Number: 9-191-026 Geographic Setting: Hong KongIndustry Setting: transportation Event Year Start: 1987Event Year End: 1990 Subjects: Competition; Information systems; Technology; Transportation Academic Discipline: Management of information systems    Hong Kong’s National Information Infrastructure   Add   View  22 pp.  Case Author(s): Farhoomand, Ali F.; Ng, Pauline Publication Date: 01/01/1998 Product Type: Case (Library) Publisher: University of Hong Kong Product Description: In October 1997, the chief executive of Hong Kong announced that the government would take on the role of ``facilitator'' in the development of Hong Kong's National Information Infrastructure (NII), a variance from its traditional non-interventionist stance. This case describes Hong Kong's status as a world trading hub and the benefits of the NII in maintaining competitive advantage. The various task forces commissioned by the government have presented recommendations. How should the government play its ``facilitating'' role in bringing together a coherent NII? Teaching Purpose: To expose students to the range of issues that need to be addressed when formulating a policy for the development of an economy's NII. The case focuses on the unique political climate within Hong Kong and can be used as an example of a non-interventionist government's role. HBS Number: HKU017 Geographic Setting: Hong Kong Event Year Start: 1998Event Year End: 1998 Subjects: Asia; Competitive advantage; Economic infrastructure; Electronic commerce; Government policy; Information technology; National competitiveness; Telecommunications Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU018), 5p, by Ali F. Farhoomand, Pauline Ng, Peter Lovelock (Sales restricted to North America.)   Add     5 pp.  Teaching Note For use with HKU017 HBS Number: HKU018 Subjects: Asia; Competitive advantage; Economic infrastructure; Electronic commerce; Government policy; Information technology; National competitiveness; Telecommunications    How to Capture Value from Innovation: Shaping Intellectual Property and Industry Architecture   Add   View  20 pp.  Case Author(s): Pisano, Gary P.; Teece, David J. Publication Date: 11/01/2007 Product Type: Case (Field) Publisher: California Management Review HBS Number: CMR390 Subjects: Industry structure; Information management; Innovation; Intellectual property; Technology Academic Discipline: Management of information systems Product Description: Capturing value from innovation requires innovators to figure out how to blunt inroads into the profit stream by imitators, customers, suppliers, and other providers of complementary products and services. In making strategic decisions around technology commercialization, managers often assume that the intellectual property environment and the architecture of the industry are beyond their control. This need not be so. Shows how managers can shape both the appropriability regime and the architecture of the industry in ways that can benefit the innovator by blunting the actions of others who may endeavor to tap into the stream of profits generated by innovation. Even small firms can play important roles. Tools include putting information into the public domain, helping to shape standards, and promoting modularity.    IBM and Eclipse (A)   Add   View  19 pp.  Case Author(s): O'Mahony, Siobhan; Diaz, Fernando Cela; Mamas, Evan Publication Date: 12/16/2005 Product Type: Case (Field) HBS Number: 9-906-007 Geographic Setting: North America Number of Employees: 291,067 Gross Revenues: $81.7 million revenues Event Year Start: 1998 Event Year End: 2001 Subjects: Collaboration; Industry standards; Open-source software; Open-source technologies; Organizational change; Product development; Technological planning; Vendors Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-906-011), 7p, by Siobhan O'Mahony, Fernando Cela Diaz, Evan Mamas Product Description: IBM faces a collective action problem: It open sourced its $40 million application platform and has to convince other companies to contribute. Explores the events leading up to IBM's decision to make the Eclipse platform available as an Open Source project. In 1998, Lee Nackman, director of architecture for the application and integration middleware of the IBM Software Group, initiates the development of a software platform that would enable IBM products to offer better interoperability and a common look and feel. In the years that follow, Lee faces the challenge of getting the platform adopted within IBM and the need to manage carefully its evolution. The Eclipse platform works and gains momentum, but IBM would like to create an ecosystem of complementing applications developed by independent software vendors (ISVs). In 2001, IBM forms the Eclipse Consortium and makes the Eclipse platform available as Open Source software. Despite the popularity of the Eclipse platform, ISVs still hesitate to deliver complementing applications and to contribute actively back to the platform. Market analysts are not sure whether this project is truly open source. Lee and his colleagues are trying to decide whether the Open Sourc    IBM and Eclipse (B)   Add   View  7 pp.  Case Author(s): O'Mahony, Siobhan; Diaz, Fernando Cela; Mamas, Evan Publication Date: 12/16/2005 Product Type: Supplement (Field) Product Description: An abstract is not available for this product. Must be used with: (9-906-007) IBM and Eclipse (A). HBS Number: 9-906-011 Subjects: Collaboration; Industry standards; Open-source software; Open-source technologies; Organizational change; Product development; Technological planning; Vendors Academic Discipline: Management of information systems    Information Flows in Manufacturing Under SAP R/3, Teaching Note   Add     9 pp.  Teaching Note Author(s): Whang, Seungjin; Gilland, Wendell; Lee, Hau Publication Date: 03/12/2007 Product Type: Teaching Note Publisher: Stanford University HBS Number: OIT13T Academic Discipline: Management of information systems Product Description: An abstract is not available for this product. Must be used with: (OIT13) Information Flows in Manufacturing Under SAP R/3.    Information Services in the U.S. Economy: Value, Jobs, and Management Implications   Add   View  20 pp.  Case Author(s): Karmarkar, Uday; Nath, Hiranya K.; Apte, Uday M. Publication Date: 05/01/2008 Product Type: Case (Field) Publisher: California Management Review HBS Number: CMR394 Industry Setting: Information services Subjects: GNP; Information economy; Innovation; Job analysis; World economy Academic Discipline: Management of information systems Product Description: It is well known that almost all of the largest economies in the world are already dominated by services. What may be less well known is that many are also evolving towards becoming information economies in the sense of both value added (GNP) and jobs. While this evolution is less advanced in some countries, the U.S. is already well past the 60% mark in terms of economic value added. This article explores the confluence of these two trends by examining the double dichotomy of products versus services and information versus material (non-information) outputs, thus dividing the economy into four super-sectors. The data reveal that the U.S. job market is dominated by information work and that the largest part of the U.S. economy in terms of GNP value added is the “information services” super-sector. The largest job share in terms of the number of jobs is in the “material or non-information” jobs in services, but the largest share of the wage bill is in information-related jobs in services. This article discusses the reasons behind these trends, identifies major differences between information and non-information sectors, and examines the implications for management strategy in the information economy.    Information Technology and Clinical Operations at Beth Israel Deaconess Medical Center   Add   View  24 pp.  Case Author(s): Bohmer, Richard; McFarlan, F. Warren; Adler-Milstein, Julia Publication Date: 06/04/2007 Revision Date: 10/23/2007 Product Type: Case (Field) HBS Number: 9-607-150 Geographic Setting: Boston, MA Industry Setting: Health care industry Event Year Start: 2007 Event Year End: 2007 Subjects: Healthcare systems; Information technology Academic Discipline: Management of information systems Product Description: Describes the history of clinical computing at Boston's Beth Israel Hospital and the development, since the 1996 merger to form the Beth Israel Deaconess Medical Center, of an information system designed to support the delivery of patient care. The hospitals' CIO, John Halamka, MD, has overseen the development of an information system that places physicians at its center. Describes the design and function of five major components of the system: the On-Line Medical Record, ePrescribing, Physician Order Entry, the Emergency Department “dashboard,” and the Performance Manager. Provides students with an opportunity to identify key design principles for health care information systems, and to discuss the unique implementation challenges that the health care delivery setting raises for CIOs and CEOs.    Information Technology and Innovation at Shinsei Bank   Add   View  10 pp.  Case Author(s): Fuller, Virginia A.; Upton, David Publication Date: 10/26/2006 Revision Date: 10/04/2007 Product Type: Case (Field) HBS Number: 9-607-010 Geographic Setting: Japan Industry Setting: Professional services Number of Employees: 2,200 Gross Revenues: $1.6 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Bank management; Banks; Information management; Information systems; Information technology; Technological change; Technology Academic Discipline: Management of information systems Product Description: Shinsei Bank was rebuilt from the ashes of a failed predecessor, and pioneered new levels of customer service in retail banking in Japan. The bank's information technology, however, was vestigial at best and not well suited to the new service models Shinsei was offering. The bank's charismatic CIO, experienced in technological change, developed a modular, flexible infrastructure based on simplicity and parity. Describes the formation of Shinsei's new IT system, and raises questions as to Shinsei's potential in selling the IT design further down the road.    Information Technology at COSCO   Add   View  19 pp.  Case Author(s): McFarlan, F. Warren; Guoqing, Chen; Lane, David Publication Date: 04/04/2005 Revision Date: 11/21/2005 Product Type: Case (Field) Product Description: Describes the current status of IT applications at the second largest container shipping company in the world: China-based COSCO. Describes the challenges the company has faced in dealing with its development and shows a series of organizational and application challenges it must select from in the future. Shows the growing IT sophistication of large, state-owned enterprises in China. HBS Number: 9-305-080 Geographic Setting: China Industry Setting: Shipping industry Number of Employees: 80,000 Gross Revenues: $6 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: ERP; Information technology; Inventory control; Shipping Academic Discipline: Management of information systems    Information Technology in Organizations: Emerging Issues in Ethics and Policy   Add   View  15 pp.  Case Author(s): Sviokla, John J.; Gentile, Mary Publication Date: 02/15/1990 Product Type: Note Product Description: Introduces a framework for identifying and analyzing the ethical and policy issues triggered by the various capabilities of information technology (IT). Ten IT capabilities are defined (access, capture, speed, permanence/storage. duplication, tracking, monitoring, data recombination, job redesign, and supplier power) and mapped against five managerial issues they can trigger (privacy, ownership, control, accuracy, and security). These five issues are then mapped against four policy areas that might address them (data policy, intellectual property rights, worker's rights, and competitiveness). Key questions are raised and various examples of IT's impact on managerial decision making are presented. Finally, four models of ethical analysis are suggested as possible tools for approaching these managerial choices: stakeholder analysis, utilitarian goal-based analysis, rights-based analysis, and duty-based analysis. Useful in an introduction to the management of IT, as well as in a business ethics course. May be used with: (9-184-041) Frontier Airlines, Inc. (A); (9-186-191) Frontier Airlines, Inc. (B); (9-186-304) OTISLINE (A); (9-189-085) Agrico, Inc.: A Software Dilemma; (9-189-142) The Incident at Waco Manufacturing. HBS Number: 9-190-130 Subjects: Control systems; Ethics; Information management; Information systems; Information technology; Technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-190-174), 31p, by John J. Sviokla, Mary Gentile   Add     31 pp.  Teaching Note For use with 9-190-130 HBS Number: 5-190-174 Subjects: Control systems; Ethics; Information management; Information systems; Information technology; Technology    Information Technology Management from 1960-2000   Add   View  31 pp.  Case Author(s): Nolan, Richard L. Publication Date: 06/07/2001 Product Type: Note Product Description: Covers the history of IT management from 1960 to the present. Applies the Stages Theory as a basis to trace the evolution of the three dominant IT designs (mainframes, microcomputers, networks) and how companies used and managed IT in each era. HBS Number: 9-301-147 Subjects: Information age; Information technology; Internet; Management philosophy Academic Discipline: Management of information systems    Instant Messaging   Add   View  3 pp.  Case Author(s): Yoffie, David B.; Freier, Debbie Publication Date: 05/20/2004 Revision Date: 06/25/2004 Product Type: Case (Library) Product Description: Explores the usage and technology of instant messaging (IM). IM enables two or more users to communicate almost instantaneously over the Internet with short, private text messages. Most IM service providers chose to remain proprietary and, therefore, a user of most IM services could not communicate with a user employing a different IM service: both users had to use the same service to communicate. Although AOL had dominated the consumer IM market since its launch in 1997, Microsoft and Yahoo! seemed to be closing in on AOL's lead. Consumers complained about the lack of interoperability between IM services. In addition to being used in the home, IM was becoming more common in the workplace. According to IDC, about 76.3 million people worldwide used IM at work in 2003. The majority of users (about 53.9 million) used the consumer IM services offered by AOL, Microsoft, and Yahoo! The other 22.4 million used services purchased by their employers. In 2004, there were two competing standards in the enterprise IM arena: Extensible Messaging and Presence Protocol (XMPP) and the Session Initiation Protocol for Instant Messaging and Presence Leveraging Extensions (SIMPLE). Teaching Purpose: To discuss network effects and standards wars. HBS Number: 9-704-502 Geographic Setting: Global Industry Setting: Internet Event Year Start: 2004 Event Year End: 2004 Subjects: Competition; Information technology; Internet; Networks; Online information services; Strategy formulation; Technology Academic Discipline: Management of information systems    Intel Research: Exploring the Future   Add   View  15 pp.  Case Author(s): MacCormack, Alan; Herman, Kerry Publication Date: 12/01/2004 Revision Date: 10/27/2005 Product Type: Case (Field) Product Description: It is 2004 and David Tennenhouse, the director of Intel Research, is reviewing the organization he has built since 2000. Intel Research was charged with exploring new and disruptive technologies that lay off the ``silicon roadmap'' that drove most of Intel's R&D efforts. This exploratory research was conducted using an approach that Tennenhouse oversaw during his years at the Defense Advanced Research Project Agency. Predicated on the funding of university grants, internal research efforts, joint labs run with universities, and selective corporate venture investments, the idea was to build a network to give advance warning of important new technologies. In 2004, Tennenhouse was reviewing its performance. HBS Number: 9-605-051 Geographic Setting: United States Industry Setting: Semiconductor industry Number of Employees: 43,000 Gross Revenues: $16 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Disruptive technologies; Innovation; Intellectual property; Networks; R&D; Technology; Venture capital Academic Discipline: Management of information systems    Intel Research: Exploring the Future, Teaching Note   Add     19 pp.  Teaching Note Author(s): MacCormack, Alan Publication Date: 03/08/2006 Product Type: Teaching Note HBS Number: 5-606-119 Academic Discipline: Management of information systems Product Description: An abstract is not available for this product. Must be used with: (9-605-051) Intel Research: Exploring the Future.    IntellectExchange, Inc.   Add   View  15 pp.  Case Author(s): Cash, James I., Jr.; Gogan, Janis L. Publication Date: 12/07/2001 Product Type: Case (Field) Product Description: A start-up intellect exchange initially offered a public expertise exchange, connecting experts with clients. Now management wonders whether a new, more focused strategy will succeed. HBS Number: 9-802-113 Geographic Setting: Boston, MAIndustry Setting: consultingCompany Size: start-upNumber of Employees: 15 Event Year Start: 2001Event Year End: 2001 Subjects: Consulting; Electronic commerce; Knowledge management Academic Discipline: Management of information systems    iPremiere (A), (B), and (C): Denial of Service Attack (Graphic Novel Version), Teaching Note   Add     23 pp.  Teaching Note Author(s): Austin, Robert D.; Short, Jeremy C. Publication Date: 06/30/2009 Product Type: Teaching Note HBS Number: 609111 Academic Discipline: Management of information systems Product Description: Teaching Note for [609-092], [609-093], and [609-094]. Must be used with: (9-609-092) iPremiere (A): Denial of Service Attack (Graphic Novel Version); (609093) iPremiere (B): Denial of Service Attack (Graphic Novel Version); (609094) iPremiere (C): Denial of Service Attack (Graphic Novel Version).    iPremiere (B): Denial of Service Attack (Graphic Novel Version)   Add   View  9 pp.  Case Author(s): Austin, Robert D.; Short, Jeremy C. Publication Date: 06/29/2009 Product Type: Supplement (Gen Exp) HBS Number: 609093 Subjects: Firewalls; Information management; Information systems; Information technology; Reputations; Security; Shareholder relations Academic Discipline: Management of information systems Supplementary Materials: Supplement (Gen Exp), (609094), 4p, by Robert D. Austin, Jeremy C. Short; Teaching Note, (609111), 23p, by Robert D. Austin, Jeremy C. Short Product Description: Supplements the (A) case. Must be used with: (9-609-092) iPremiere (A): Denial of Service Attack (Graphic Novel Version). May be used with: (601115) The iPremier Co. (B): Denial of Service Attack.    iPremiere (C): Denial of Service Attack (Graphic Novel Version)   Add   View  4 pp.  Case Author(s): Austin, Robert D.; Short, Jeremy C. Publication Date: 06/29/2009 Product Type: Supplement (Gen Exp) Publisher: Harvard Business School HBS Number: 609094 Number of Employees: 50 Gross Revenue: $10 million (US) Subjects: Shareholder relations; Information management; Security; Information systems; Information & technology; IT management; Firewalls; Reputations Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (609111), 23p, by Robert D. Austin, Jeremy C. Short Product Description: Describes an IT security crisis, and raises issues of risk management, preparation for crisis, management of crises, computer security, and public disclosure of security risks.    ISSC Solution Center — Dallas: Transforming Software Development   Add   View  16 pp.  Case Author(s): Jarvenpaa, Sirkka; Ives, Blake Publication Date: 09/08/1995 Product Type: Case (Field) Product Description: ISSC--Dallas, an IBM subsidiary, provided applications planning, requirements definition, software development, and business systems testing. In order to address some performance problems, the firm underwent an organizational transformation based on a Baldrige-style commitment to quality. This case describes the transition from a product-based to a process-based organizational structure, from management control to work-force empowerment, and from reliance on functional hierarchies to self-managed work teams. HBS Number: 9-996-008 Subjects: Computer systems; Reengineering; Software; Total quality Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-996-015), 8p, by Sirkka Jarvenpaa, Michael R. Vitale   Add     8 pp.  Teaching Note For use with 9-996-008 HBS Number: 5-996-015 Subjects: Computer systems; Reengineering; Software; Total quality    IT Concepts: An Online Course, Teaching Note   Add     2 pp.  Teaching Note Author(s): Upton, David M. Publication Date: 01/31/2005 Product Type: Teaching Note HBS Number: 5-605-050 Academic Discipline: Management of information systems Product Description: Teaching Note to (9-605-701). Must be used with: (9-605-701) IT Concepts: An Online Course.    J.C. Penney: Fashioning a Retailing Nervous System for the Future   Add   View  11 pp.  Case Author(s): Jarvenpaa, Sirkka; Ives, Blake Publication Date: 09/08/1995 Product Type: Case (Field) Product Description: As J.C. Penney's new communications architecture is being put in place, the company's chief information officer must consider how best to position the company as a dominant electronic retailer. The company must exploit its electronic links with customers, suppliers, business partners, and its vast network of retail stores in order to achieve this objective. HBS Number: 9-996-011 Subjects: Computer systems; Information technology; Reengineering; Retailing Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-996-017), 12p, by Sirkka Jarvenpaa, Blake Ives   Add     12 pp.  Teaching Note For use with 9-996-011 HBS Number: 5-996-017 Subjects: Computer systems; Information technology; Reengineering; Retailing    Japan Net Bank: Japan’s First Internet-Only Bank   Add   View  14 pp.  Case Author(s): Farhoomand, Ali F.; Mak, Vincent; Ng, Paul Publication Date: 01/24/2002 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU178 Geographic Setting: Japan Industry Setting: banking Event Year Start: 2000 Event Year End: 2001 Subjects: Banking; Electronic commerce; Internet; Japan Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU179), 9p, by Ali F. Farhoomand, Vincent Mak Product Description: Japan Net Bank (JNB), Japan's first Internet bank without physical branches, began operation in October 2000. It attracted mainly young customers looking for convenient, round-the-clock bank services with much more competitive interest rates and transaction charges than traditional Japanese banks. Its access channels included the mobile Internet service i-mode and fixed-line Internet. JNB relied on flexible, open computer systems and a small, young workforce to minimize operation cost. Its shareholders, including parent company Sumitomo Mitsui Banking Corp. as well as NTT DoCoMo (provider of i-mode), were all big companies from different industry sectors. By April 2001, JNB had 130,000 customers. But it needed to resolve a number of issues before being able to achieve long-term success in the face of strong competition from bricks-and-mortar banks and new Internet-only banks. One of those issues was about how to meet with wide fluctuations in usage without overinvesting; the other was alliance management, i.e., how to cooperate with alliance partners to achieve competitive advantage. Teaching Purpose: Designed to help students assess the competitiveness of an Internet-only model of retail banking in Japan, study the business potential of alliances, and develop strategies for efficient cooperation. Also helps students understand that e-commerce ventures are particularly p   Add     9 pp.  Teaching Note For use with HKU178 HBS Number: HKU179 Subjects: Banking; Electronic commerce; Internet; Japan    Jardines: Tapping the Asian E-Commerce Market   Add   View  16 pp.  Case Author(s): McFarlan, F. Warren; Dailey, Melissa; Youn Publication Date: 09/22/2000 Product Type: Case (Field) Product Description: ``We have made significant progress in reshaping the group in the current cycle of change,'' announced the homepage of Jardine Matheson & Co.'s web site. Percy Weatherall, newly appointed managing director of the company, knew all too well about change. In his previous position as chief executive of Hongkong Land Holdings, a core Jardines holding, Weatherall had successfully navigated through the Asian economic crisis and the plummeting Hong Kong rents and asset values that ensued. But these changes paled in comparison to the challenge of devising an e-commerce strategy for Jardine Matheson, a group with an intricate imbroglio of minority interests and diverse subsidiary and associate companies employing over 160,000 people worldwide. From the 48th floor of Jardine House in Hong Kong, Weatherall and approximately 100 of his Jardine Matheson Ltd. colleagues provided leadership, direction, planning, budgeting, as well as financial resources to the decentralized subsidiary companies located around the world. The question at hand was how a 168-year-old multinational company with commercial interests in over 30 countries could move fast enough to stake its claim in the electronic domain. HBS Number: 9-301-045 Geographic Setting: Hong KongNumber of Employees: 160,000Gross Revenues: $50 million revenues Event Year Start: 1999Event Year End: 2000 Subjects: Asia; Electronic commerce; Holding companies; Information systems Academic Discipline: Management of information systems    Knowledge Management at Accenture   Add   View  19 pp.  Case Author(s): Meister, Darren; Davenport, Tom Publication Date: 10/11/2005 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Product Description: Accenture has long been seen as a leader in knowledge management, having received awards for many years. Over the years though, islands of knowledge have developed throughout the organization and the delivery infrastructure has become progressively more expensive. In 2004, the global knowledge management lead has been given the mandate to lead a revitalization of knowledge management. Outlines governance challenges in the global firm, the transition to a new IT infrastructure, and the strategic challenges and opportunities facing knowledge management within Accenture. HBS Number: 905E18 Geographic Setting: United States Industry Setting: Business services; Consulting Event Year Start: 2004 Event Year End: 2004 Subjects: Governance; Information technology; Knowledge management; Technological change Academic Discipline: Management of information systems    Knowledge Management at Ernst & Young   Add   View  24 pp.  Case Author(s): Sarvary, Miklos; Chard, Ann Marie Publication Date: 09/01/1997 Product Type: Case (Field) Publisher: Stanford University Product Description: John Peetz, Ernst & Young's chief knowledge officer, reviews the results of his six-year effort to build a firm-wide knowledge management (KM) system. The case goes through the short evolution of Ernst & Young's KM system and describes in detail its current structure. Also reviews approaches by other firms in the industry. While Peetz is confident that the current system perfectly fits Ernst & Young's global strategy and provides competitive advantage for the firm, he still needs to solve a number of important problems. Is ``knowledge management'' just another marketing buzz-word or another management fad? If not, what is it, and how will it impact the consulting industry? How can a consulting firm achieve sustainable competitive advantage through knowledge management? What are the criteria to evaluate a KM system and how should a consulting firm go about building one? Teaching Purpose: Seeks to generate a discussion to answer these questions. HBS Number: M291 Geographic Setting: United StatesIndustry Setting: consultingGross Revenues: $1.4 billion revenues Event Year Start: 1989Event Year End: 1996 Subjects: Consulting; Knowledge management Academic Discipline: Management of information systems    Knowledge Management at Katzenbach Partners, LLC   Add   View  21 pp.  Case Author(s): Burgelman, Robert; Blumenstein, Brooke Publication Date: 06/25/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: SM162 Geographic Setting: United States Subjects: Consulting; Knowledge management Academic Discipline: Management of information systems Product Description: Examines the plans for a new knowledge management system at Katzenbach Partners LLC, a 150-employee management consultancy, from the perspective of the firm's managing partner. Covers both system functionality and plans for driving user adoption of the system.    KPMG Peat Marwick U.S.: One Giant Brain   Add   View  21 pp.  Case Author(s): Alavi, Maryam Publication Date: 04/30/1997 Revision Date: 07/11/1997 Product Type: Case (Field) Product Description: Demonstrates how organizations can move toward creation of processes and information technology infrastructures for effective knowledge management in order to enhance performance and productivity. More specifically, describes the knowledge management strategy of KPMG Peat Marwick LLP in terms of its components: people, processes, and technologies. Traces the history of knowledge management at the firm and the facilitating role of the Internet and intranet technologies in executing the firm's knowledge management strategy. HBS Number: 9-397-108 Geographic Setting: New York Industry Setting: professional services Gross Revenues: $2.5 billion revenues Event Year Start: 1996 Event Year End: 1997 Subjects: Consulting; Information technology; Knowledge management; Professionals; Services Academic Discipline: Management of information systems    KPMG Peat Marwick: The Shadow Partner   Add   View  12 pp.  Case Author(s): Eccles, Robert G.; Gladstone, Julie Publication Date: 07/15/1991 Revision Date: 10/05/1995 Product Type: Case (Field) Product Description: KPMG Peat Marwick executives needed to decide whether to fund full development of ``The Shadow Partner,'' the name coined to describe a worldwide information network that would link all KPMG professionals to each other and to a wealth of data bases and information services. Partners, by sharing and gathering information through the network, would be able to use the entire company's knowledge and experience to serve clients. Many partners felt that implementation of the shadow partner was vital, as clients had greater demands and competition in the accounting industry had escalated. Other partners questioned the necessity of the shadow partner. The firm had committed to establishing a technology committee to investigate shadow partner design and cost. Since the firm was a partnership, the partners eventually had to decide whether, and to what extent, to support shadow partner implementation. HBS Number: 9-492-002 Geographic Setting: New York, NYIndustry Setting: accountingNumber of Employees: 6,000 Event Year Start: 1991Event Year End: 1991 Subjects: Decision analysis; Information services; Information systems; Project management; Strategy implementation; Systems design Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-046), 7p, by Richard L. Nolan; Teaching Note, (5-196-066), 14p, by Lynda M. Applegate, Richard L. Nolan, Janis L. Gogan   Add     14 pp.  Teaching Note For use with 9-492-002 HBS Number: 5-196-066 Subjects: Decision analysis; Information services; Information systems; Project management; Strategy implementation; Systems design    Laura Ashley (A): A New CEO Takes Charge   Add   View  14 pp.  Case Author(s): Nolan, Richard L. Publication Date: 04/29/1994 Revision Date: 05/10/1995 Product Type: Case (Field) Product Description: Describes the analysis of a turnaround situation through the eyes of a new CEO, and what actions he took in the short term to gain control and exercise executive leadership. Also describes the groundwork done to formulate a long-term strategy to rebuild a viable business. Teaching Purpose: To teach the process of business transformation and the role of the CEO. May be used with: (9-194-143) Laura Ashley (B): Defining a Strategy; (9-194-144) Laura Ashley (C): Rebuilding and Transforming a Global Brand; (9-194-146) Laura Ashley (D). HBS Number: 9-194-142 Geographic Setting: United States & United KingdomIndustry Setting: retailingNumber of Employees: 6,000Gross Revenues: L300 million revenues Event Year Start: 1991Event Year End: 1991 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-062), 22p, by Lynda M. Applegate   Add     22 pp.  Teaching Note For use with 9-194-142 HBS Number: 5-196-062 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation    Laura Ashley (B): Defining a Strategy   Add   View  9 pp.  Case Author(s): Nolan, Richard L. Publication Date: 05/02/1994 Revision Date: 05/15/1995 Product Type: Case (Field) Product Description: Describes the business transformation, short-term and long-term strategy formulated by a turnaround CEO after assessing the business situation. Teaching Purpose: To teach the process of formulating a strategy for business transformation. May be used with: (9-194-142) Laura Ashley (A): A New CEO Takes Charge; (9-194-144) Laura Ashley (C): Rebuilding and Transforming a Global Brand; (9-194-146) Laura Ashley (D). HBS Number: 9-194-143 Geographic Setting: United States & United KingdomIndustry Setting: retailingNumber of Employees: 6,000Gross Revenues: L300 million revenues Event Year Start: 1993Event Year End: 1993 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-062), 22p, by Lynda M. Applegate   Add     22 pp.  Teaching Note For use with 9-194-143 HBS Number: 5-196-062 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation    Laura Ashley (C): Rebuilding and Transforming a Global Brand   Add   View  17 pp.  Case Author(s): Nolan, Richard L. Publication Date: 05/03/1994 Product Type: Case (Field) Product Description: Describes the two-year execution of a CEO's business transformation strategy and key decisions. Teaching Purpose: To teach the process of execution of a business transformation strategy and the importance of balancing short-term and long-term performance. May be used with: (9-194-142) Laura Ashley (A): A New CEO Takes Charge; (9-194-143) Laura Ashley (B): Defining a Strategy; (9-194-146) Laura Ashley (D). HBS Number: 9-194-144 Geographic Setting: United States & United KingdomIndustry Setting: retailingNumber of Employees: 6,000Gross Revenues: L300 million revenues Event Year Start: 1993Event Year End: 1993 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-062), 22p, by Lynda M. Applegate   Add     22 pp.  Teaching Note For use with 9-194-144 HBS Number: 5-196-062 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation    Laura Ashley (D)   Add   View  6 pp.  Case Author(s): Nolan, Richard L. Publication Date: 05/05/1994 Product Type: Case (Field) Product Description: Describes the resignation of the CEO hired three years earlier to transform the company. May be used with: (9-194-142) Laura Ashley (A): A New CEO Takes Charge; (9-194-143) Laura Ashley (B): Defining a Strategy; (9-194-144) Laura Ashley (C): Rebuilding and Transforming a Global Brand. HBS Number: 9-194-146 Geographic Setting: United States & United KingdomIndustry Setting: retailingNumber of Employees: 6,000Gross Revenues: L300 million revenues Event Year Start: 1994Event Year End: 1994 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation Academic Discipline: Management of information systems    Li & Fung: Internet Issues (A)   Add   View  20 pp.  Case Author(s): McFarlan, F. Warren; Young, Fred Publication Date: 10/01/2000 Revision Date: 11/09/2005 Product Type: Case (Field) Product Description: This case looks at the issues facing a Hong Kong-based trading company, which links hundreds of factories in India and Asia with major customers like Gap and the Limited in Europe and in the United States. The company has recently launched a dot-com operation to allow its extraordinary network of factories in Asia to target much smaller retail chains in Asia and Europe than they were able to do before. HBS Number: 9-301-009 Geographic Setting: Hong Kong; Global Number of Employees: 3,500 Gross Revenues: $4 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Business to business; Electronic commerce; Globalization; Information technology; Logistics; Supply chain Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-302-075), 3p, by F. Warren McFarlan, Iris T. Li; Teaching Note, (5-302-031), 7p, by F. Warren McFarlan   Add     7 pp.  Teaching Note For use with 9-301-009 HBS Number: 5-302-031 Subjects: Asia; Business to business; Electronic commerce; Globalization; Information technology; Logistics; Supply chain    Li & Fung: Internet Issues (B)   Add   View  3 pp.  Case Author(s): McFarlan, F. Warren; Li, Iris T. Publication Date: 12/17/2001 Revision Date: 11/08/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-301-009) Li & Fung: Internet Issues (A). HBS Number: 9-302-075 Geographic Setting: Asia Subjects: Business to business; Electronic commerce; Globalization; Information technology; Logistics; Supply chain Academic Discipline: Management of information systems    LinkedIn (A)   Add   View  16 pp.  Case Author(s): Piskorski, Mikolaj Jan Publication Date: 05/18/2004 Product Type: Case (Field) Publisher: Stanford University Product Description: By early 2004, less than a year after its service had begun, LinkedIn had established an online social network of more than 550,000 professionals, with new members joining at a rapid rate. Members were invited to join by existing members. They could create profiles describing their professional expertise and interests and conduct searches for members who were linked within four degrees of separation. Members used the network for business purposes, such as finding jobs, identifying potential employees, or getting referrals to people with specific expertise. After identifying people with whom they wished to communicate, they submitted a request, which was passed through the chain of intermediaries to the target person. Each intermediary reviewed the request and could either decline to forward it or forward it with a recommendation to the next intermediary. Thus, the network served the requestor by providing access to people who might be helpful and served the target by providing a filter. In early 2004, the network was still in its beta-test phase, during which it did not charge for services. The management was evaluating lessons learned, the value created for members, and the best way o