Harvard Business School Cases — Management of Information Systems
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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.
Case Author(s): Huang, Minyi; Farhoomand, Ali Publication Date: 12/21/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU753 Subjects: Accounting; Competitive strategy; General managers; Information systems; International business; IT management Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (HKU754), 15p, by Minyi Huang, Ali Farhoomand 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)
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.
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
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
Teaching Note For use with 9-300-036 HBS Number: 5-300-057 Subjects: Electronic commerce; Internet; Pharmaceuticals; Pharmaceuticals industry; World Wide Web
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
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
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
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
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
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
Teaching Note For use with HKU071 HBS Number: HKU072 Subjects: Competitive advantage; Electronic commerce; Information services; Internet; Intranets; Online information services
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
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.
Teaching Note For use with HKU223 HBS Number: HKU224 Subjects: Asia; Business government relations; Business models; Electronic commerce; Implementation
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
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.
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.
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.)
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
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
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
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
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
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
Teaching Note For use with 9-194-107 HBS Number: 5-195-014 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation
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
Teaching Note For use with 9-194-108 HBS Number: 5-195-015 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation
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
Teaching Note For use with 9-194-109 HBS Number: 5-195-016 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation
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
Teaching Note For use with 9-187-065 HBS Number: 5-191-191 Subjects: Food; Information systems; Information technology; Organizational change; Strategy implementation
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
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
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
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
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
Teaching Note For use with 9-187-012 HBS Number: 5-187-020 Subjects: Control systems; Food; Information systems; Project evaluation; Resource allocation
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
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
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
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
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
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
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.
Case Author(s): Applegate, Lynda M.; Austin, Robert D. Publication Date: 01/08/2009 Revision Date: 02/26/2009 Product Type: Case (Field) HBS Number: 809099 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.
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
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
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
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
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
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
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
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
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
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
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.)
Teaching Note For use with HKU238 HBS Number: HKU239 Subjects: Asia; Business government relations; Electronic commerce; Information technology; Purchasing
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
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
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
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
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
Teaching Note For use with 9-300-106 HBS Number: 5-302-027 Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets
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
Teaching Note For use with 9-301-125 HBS Number: 5-302-027 Subjects: Electronic commerce; Information technology; Internet; Organizational change; Organizational structure; Supermarkets
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
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
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
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
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.)
Teaching Note For use with HKU017 HBS Number: HKU018 Subjects: Asia; Competitive advantage; Economic infrastructure; Electronic commerce; Government policy; Information technology; National competitiveness; Telecommunications
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.
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
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
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.
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.
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.
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.
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
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
Teaching Note For use with 9-190-130 HBS Number: 5-190-174 Subjects: Control systems; Ethics; Information management; Information systems; Information technology; Technology
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
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
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
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.
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
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).
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.
Case Author(s): Austin, Robert D.; Short, Jeremy C. Publication Date: 06/29/2009 Product Type: Supplement (Gen Exp) HBS Number: 609094 Subjects: Firewalls; Information management; Information systems; Information technology; IT management; Reputations; Security; Shareholder relations Academic Discipline: Management of information systems Supplementary Materials: 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); (609093) iPremiere (B): Denial of Service Attack (Graphic Novel Version). May be used with: (601116) The iPremier Co. (C): Denial of Service Attack.
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
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.
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
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
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
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
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
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.
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
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
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
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
Teaching Note For use with 9-194-142 HBS Number: 5-196-062 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation
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
Teaching Note For use with 9-194-143 HBS Number: 5-196-062 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation
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
Teaching Note For use with 9-194-144 HBS Number: 5-196-062 Subjects: Clothing; Information technology; Leadership; Reorganization; Strategy formulation
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
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
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
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
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 of monetizing that value. Teaching Purpose: To explore how an online business improves the operation of brokerage in real-life networks. HBS Number: ON3A Industry Setting: social networking Subjects: Business models; Networking; World Wide Web Academic Discipline: Management of information systems Supplementary Materials: Supplement, (ON3B), 2p, by Mikolaj Jan Piskorski
Case Author(s): Piskorski, Mikolaj Jan Publication Date: 05/18/2004 Product Type: Supplement Publisher: Stanford University Product Description: Supplements the (A) case. Must be used with: (ON3A) LinkedIn (A). HBS Number: ON3B Academic Discipline: Management of information systems
Case Author(s): Nohria, Nitin; Berkley, James D. Publication Date: 06/17/1991 Revision Date: 05/14/1992 Product Type: Case (Field) Product Description: In early 1991, Lithonia, the U.S.'s largest manufacturer of lighting fixtures, faced a major slump in the construction business that threatened to cause its first decline in revenues after over a decade of strong growth. With financial pressures from its parent company mounting, Lithonia was forced to reconsider its investments in LIGHT*LINK(tm), an ambitious information system that tied the company to agents, distributors, and other players in the lighting business. While Light*Link had clearly enabled much of the company's growth, the new economic climate raised a number of questions about the company's investment in information technology. Teaching objective: Requires students to analyze the structure of an industry and to reflect upon the factors that give competitive benefit to information systems investments within the context of an uncertain environment. HBS Number: 9-492-003 Geographic Setting: Conyers, GAIndustry Setting: lighting fixturesCompany Size: largeNumber of Employees: 5,300Gross Revenues: $717 million revenues Event Year Start: 1991Event Year End: 1991 Subjects: Competitive decision making; Construction; Industry structure; Information services; Information systems; Information technology; Recessions Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-492-058), 7p, by Nitin Nohria
Teaching Note For use with 9-492-003 HBS Number: 5-492-058 Subjects: Competitive decision making; Construction; Industry structure; Information services; Information systems; Information technology; Recessions
Case Author(s): Paine, Lynn Sharp; Abbott, Lexanne J. Publication Date: 10/22/1991 Revision Date: 06/04/1996 Product Type: Case (Library) Product Description: Managers at Lotus and Equifax must decide what to do about their new jointly developed database and software product Lotus MarketPlace which has been criticized as a threat to individual privacy. The Product, which would allow small businesses to buy targeting mail lists for direct mail marketing, has been under development for about two years and is scheduled for shipment in several months. The case includes information about relevant regulations and ethical standards developed by the direct marketing industry and by Equifax which wishes to be a leader in fair information practices, as well as details about the product and built-in privacy safeguards. HBS Number: 9-392-026 Geographic Setting: Atlanta, GA/Cambridge, MAIndustry Setting: software/credit reporting/direct marketCompany Size: largeGross Revenues: $1 billion sales Subjects: Credit; Direct marketing; Ethics; Information services; Legal aspects of business Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-394-219), 9p, by Joseph L. Badaracco Jr., Jerry Useem; Teaching Note, (5-395-187), 22p, by Lynn Sharp Paine
Teaching Note Author(s): Badaracco, Joseph L., Jr.; Useem, Jerry Publication Date: 05/27/1994 Product Type: Teaching Note Product Description: Teaching Note for (9-392-026). Must be used with: (9-392-026) Lotus MarketPlace: Households. HBS Number: 5-394-219 >Academic Discipline: Management of information systems
Case Author(s): Yen, Benjamin ; Shiu, Boby Publication Date: 09/15/2009 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU866 Geographic Setting: Hong Kong Subjects: Nonprofit organizations; Innovation; Information management; Project management; Information systems; Information & technology; Service management; Customer service; IT management Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (HKU867), 12p, by Benjamin Yen,Boby Shiu Product Description: In October 2008, the University of Hong Kong's Libraries (“HKU Libraries”) successfully launched an initiative to introduce radio-frequency identification (“RFID”) into its Main Library. Through the RFID initiative, HKU Libraries intended to pursue effective management of the public and private resources bestowed upon the institution. In 2008, the libraries served a total of 102,676 registered borrowers and had collected a total of 2.65 million items. Managing such a large number of resources was always an issue for HKU Libraries' management team. Deputy Librarian Peter Sidorko saw the promise of RFID technology in helping him to serve the libraries and their users better. After reviewing the possible use of RFID, HKU Libraries chose the Main Library, one of seven branches, as the first location for launching the RFID initiative. The 2008 launch was the first phase in the RFID implementation scheme. Although initial RFID usage information had not been compiled, Sidorko had to decide what the next step of this initiative should be. What should Sidorko consider when implementing future RFID strategies?
Case Author(s): Applegate, Lynda M. Publication Date: 03/02/1989 Revision Date: 09/05/1995 Product Type: Note Product Description: Provides a technical overview of executive information systems. HBS Number: 9-189-159 Subjects: Information systems; Technology Academic Discipline: Management of information systems
Case Author(s): Applegate, Lynda M. Publication Date: 08/15/1995 Revision Date: 09/25/1995 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 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. HBS Number: 9-196-002 Subjects: Information technology; Organizational change; Organizational design; Technological change Academic Discipline: Management of information systems
Teaching Note Author(s): McAfee, Andrew Publication Date: 10/11/2007 Product Type: Teaching Note HBS Number: 5-608-011 Subjects: Information technology; Organizational change; Technology management Academic Discipline: Management of information systems Product Description: An abstract is not available for this product.
Case Author(s): Applegate, Lynda M.; Bock, Geoffrey Publication Date: 08/14/1995 Revision Date: 08/31/1995 Product Type: Note Product Description: Provides an overview of information management technology, including hierarchical, relational, and object-oriented databases, document management systems, and hypertext. HBS Number: 9-196-036 Subjects: Information systems; Information technology Academic Discipline: Management of information systems
Case Author(s): Applegate, Lynda M. Publication Date: 07/26/1995 Revision Date: 09/29/1995 Product Type: Note Product Description: Provides students with a basic understanding of the technology and technical terminology for computer hardware and software. HBS Number: 9-196-007 Subjects: Computer systems; Information systems; Information technology; Software Academic Discipline: Management of information systems
Case Author(s): Cash, James I., Jr.; Simon, John; Davenpor Publication Date: 01/19/1989 Product Type: Note Product Description: Describes the organizational components of the typical IT organization in a large corporation. Points out common problems and issues for each component of the organization. Also addresses the leadership issues for the IT function, and focuses specifically on the Chief Information Officer role. A rewritten version of an earlier note by L.M. Applegate. HBS Number: 9-189-133 Subjects: Information management; Information systems; Information technology Academic Discipline: Management of information systems
Case Author(s): Cash, James I., Jr.; Simon, John; Davenpor Publication Date: 01/19/1989 Product Type: Note Product Description: Provides an overview of the system development process in large organizations. Describes traditional life cycle approaches as well as more recent methods, e.g., prototyping. The objective is to familiarize students with the terminology and issues involving system development that arise in other MIS cases and discussions. A rewritten version of an earlier note. HBS Number: 9-189-132 Subjects: Information technology; Software; Systems design Academic Discipline: Management of information systems
Case Author(s): Stoddard, Donna B.; Seger, Katherine N. Publication Date: 01/20/1993 Revision Date: 09/07/1993 Product Type: Note Product Description: Information is a critical resource in the information economy. Information Technology (IT) enables information to be managed as a strategic resource. However, IT is extremely complex and fast-changing. As a result, the general manager faces a dilemma: He/she cannot leave IT decisions strictly to IT technologists, and he/she cannot hope to be technically competent to make the ``right'' IT decisions for the firm. This dilemma is resolved by the construction of an ``IT architecture''--the bridge between strategy and technology. Teaching Purpose: Describes the basic components and structure of a computer system and an IT architecture. Describes the process of building an IT architecture and the importance of it to modern firms. HBS Number: 9-193-059 Subjects: Corporate strategy; Information systems; Information technology; Technology Academic Discipline: Management of information systems
Case Author(s): Applegate, Lynda M.; Bock, Geoffrey Publication Date: 06/28/1995 Revision Date: 08/17/1995 Product Type: Note 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. HBS Number: 9-195-270 Subjects: Computer systems; Information systems; Information technology; Software Academic Discipline: Management of information systems
Case Author(s): Applegate, Lynda M. Publication Date: 09/24/2006 Revision Date: 04/30/2007 Product Type: Case (Field) HBS Number: 9-807-051 Geographic Setting: Global; United States Industry Setting: Health care industry; Medical supplies Gross Revenues: $2 billion revenues Event Year Start: 1999 Event Year End: 2000 Subjects: Electronic commerce; Internet; Organizational change; Technology Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-802-223), 44p, by Lynda M. Applegate, Madlen Kadish 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.
Case Author(s): Martinez-Jerez, F. Asis; Bellin, Joshua; Dillon, James Publication Date: 02/13/2006 Revision Date: 01/08/2007 Product Type: Case (Field) HBS Number: 9-106-057 Geographic Setting: Latin America Industry Setting: Auction industry; Internet & online services industries Event Year Start: 2006 Event Year End: 2006 Subjects: Competition; Consumer behavior; Customer relations; Customer retention; Internet; Performance measurement; Sales promotions Academic Discipline: Management of information systems Product Description: MercadoLibre.com, eBay's Latin-American partner, needed to decide how far it was going to follow eBay's practice of offering “free listing days” and discounted special-feature days. Was this type of promotion prudent, given MercadoLibre.com's customer base, revenue expectations, and position in the Latin American market?
Teaching Note Author(s): Martinez-Jerez, F. Asis Publication Date: 05/18/2007 Product Type: Teaching Note HBS Number: 5-107-086 Academic Discipline: Management of information systems Product Description: An abstract is not available for this product. Must be used with: (9-106-057) MercadoLibre.com.
Case Author(s): Sviokla, John J.; Langbert, Jon Publication Date: 03/09/1992 Product Type: Case (Field) Product Description: Discusses a management team that used computer-based information to micro market and provide superior products and service in a highly competitive market. The company is a leading firm in the gaming industry, and their extensive internal systems allowed them to track complete customer histories, gaming behavior, and even profitability down to the individual. Explores the management priorities and options in using this information to build a superior product service offering. Teaching objective: To show management alternatives to micro market in a service business. To communicate new marketing capabilities enabled by information technology. To explore/communicate a new role for senior management in the governance of MIS/marketing systems. May be used with: (9-192-110) Turning Data into Dollars: Information Technology Puts Power in Your Order Management Cycle. HBS Number: 9-192-105 Geographic Setting: New JerseyIndustry Setting: gamingCompany Size: mid-sizeNumber of Employees: 10,000Gross Revenues: $200 million revenues Event Year Start: 1991Event Year End: 1992 Subjects: Competitive decision making; Control systems; Information management; Information technology; Marketing information systems; Recreation; Service management; Teams Academic Discipline: Management of information systems
Case Author(s): Cash, James I., Jr.; Ostrofsky, Keri Publication Date: 09/26/1988 Revision Date: 09/14/1993 Product Type: Case (Field) Product Description: Mrs. Fields Cookies is 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. HBS Number: 9-189-056 Geographic Setting: Park City, UT Industry Setting: specialty foods Company Size: small Number of Employees: 8,000 Event Year Start: 1988 Event Year End: 1988 Subjects: Food; Information management; Information systems; Information technology; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-193-035), 11p, by James I. Cash Jr., Lynda M. Applegate; Teaching Note, (5-196-047), 11p, by Richard L. Nolan
Teaching Note For use with 9-189-056 HBS Number: 5-196-047 Subjects: Food; Information management; Information systems; Information technology; Supermarkets
Case Author(s): Applegate, Lynda M.; Pearlson, Keri Publication Date: 04/01/1994 Revision Date: 10/24/2001 Product Type: Case (Field) 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. May be used with: (9-194-065) Mrs. Fields, Inc.--1988-92. HBS Number: 9-194-064 Geographic Setting: Park City, UTIndustry Setting: specialty foodsCompany Size: smallNumber of Employees: 8,000 Event Year Start: 1977Event Year End: 1987 Subjects: Food; Information management; Information systems; Information technology; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-195-017), 18p, by Lynda M. Applegate
Teaching Note For use with 9-194-064 HBS Number: 5-195-017 Subjects: Food; Information management; Information systems; Information technology; Supermarkets
Case Author(s): Applegate, Lynda M.; Pearlson, Keri; Purch Publication Date: 06/02/1994 Revision Date: 10/23/2001 Product Type: Case (Library) 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. May be used with: (9-194-064) Mrs. Fields, Inc.--1977-87. HBS Number: 9-194-065 Geographic Setting: Park City, UTIndustry Setting: specialty foodsCompany Size: smallNumber of Employees: 8,000 Event Year Start: 1887Event Year End: 1992 Subjects: Food; Information management; Information systems; Information technology; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Supplement (Pub Mat), (9-194-066), 2p, by Lynda M. Applegate, Keri Pearlson, Randi Wade Purchia; Teaching Note, (5-195-017), 18p, by Lynda M. Applegate
Teaching Note For use with 9-194-065 HBS Number: 5-195-017 Subjects: Food; Information management; Information systems; Information technology; Supermarkets
Case Author(s): Applegate, Lynda M.; Pearlson, Keri; Purch Publication Date: 06/07/1994 Revision Date: 10/23/2001 Product Type: Supplement (Pub Mat) Product Description: A compilation of press remarks that detail the changes in control and management initiated by the company. Must be used with: (9-194-065) Mrs. Fields, Inc.--1988-92. HBS Number: 9-194-066 Subjects: Food; Information management; Information systems; Information technology; Supermarkets Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-195-017), 18p, by Lynda M. Applegate
Teaching Note For use with 9-194-066 HBS Number: 5-195-017 Subjects: Food; Information management; Information systems; Information technology; Supermarkets
Case Author(s): Yoffie, David B.; Freier, Debbie Publication Date: 05/20/2004 Product Type: Case (Library) Product Description: Examines the competition between competing music formats. In the '90s, the MP3 format challenged the traditional means of music distribution by allowing for storage of near CD-quality recordings at a 10th of their previous size. The threat to traditional distribution was credible due to the proliferation of complementary technologies, such as online digital music players (e.g., Real Networks' RealPlayer, Microsoft's Windows Media Player, and Apple's iTunes) and MP3 players and other portable digital music players. File-sharing web sites like Napster made MP3 files available for free downloading, enraging the recording industry, which took legal action. Although Napster was driven out of business, piracy continued to threaten the industry as users continued to download more than a billion songs a week from similar file-sharing programs. Legal music download stores, which paid between $.65 and $.79 per song to music companies and sold music files in encrypted formats to prevent file swapping, were developed. Slowing the adoption of these services were competing digital music audio formats from Apple, Microsoft, and Real Networks. Teaching Purpose: To discuss network effects and standards wars. HBS Number: 9-704-503 Geographic Setting: Global Industry Setting: music Gross Revenues: $35 million revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Entertainment industry; Internet; Networks; Standardization; Strategy formulation; Technological change; Technology Academic Discipline: Management of information systems
Case Author(s): Wei, Timothy T.C.; Smith, Lisa H. Publication Date: 01/01/1992 Product Type: Case (Field) Publisher: Stanford University Product Description: Describes how a multi-million dollar food-processing business was started from a kitchen oven at home. Discusses the impact of information technology in a rapidly growing manufacturing business. Introduces concepts and tools about information systems design and analysis as part of the background. Focuses on the challenges for the CEO in managing the implementation of modern manufacturing production control systems. HBS Number: CIS6 Geographic Setting: CaliforniaIndustry Setting: food processingNumber of Employees: 300Gross Revenues: $40 million revenues Event Year Start: 1992Event Year End: 1992 Subjects: Food processing industry; Information systems; Information technology; Materials management Academic Discipline: Management of information systems
Case Author(s): Jarvenpaa, Sirkka; Tuomi, Ilkka Publication Date: 09/11/1995 Product Type: Case (Field) Product Description: Nokia faces the challenge of implementing the global network model: global R&D and production networks for global learning and control combined with local sales and customer service for a local market presence. It launches an international logistics project to provide integrated solutions delivery and after-sales service. This case describes Nokia's IT strategy study, which clarified the need for, and architecture of the new logistics system. HBS Number: 9-996-006 Industry Setting: telecommunications Subjects: Information technology; Research & development; Reengineering; Telecommunications Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-996-013), 8p, by Sirkka Jarvenpaa
Case Author(s): Jarvenpaa, Sirkka ; Tuomi, Ilkka Publication Date: 09/11/1995 Product Type: Case (Field) Publisher: Harvard Business School Publishing HBS Number: 996006 Subjects: Information & technology; R&D; Business process reengineering Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (996013), 8p, by Sirkka Jarvenpaa Product Description: Nokia faces the challenge of implementing the global network model: global R&D and production networks for global learning and control combined with local sales and customer service for a local market presence. It launches an international logistics project to provide integrated solutions delivery and after-sales service. This case describes Nokia's IT strategy study, which clarified the need for, and architecture of the new logistics system.
Case Author(s): Nolan, Richard L.; Seger, Katherine N. Publication Date: 03/01/1993 Product Type: Note Product Description: Provides a context for the evolution of information technology in business organizations, explains the emergence of information as an important resource to be managed, and provides a framework for assessing the strategic potential of information in the firm. HBS Number: 9-193-137 Subjects: Information systems; Information technology; Strategy implementation; Telecommunications Academic Discipline: Management of information systems
Case Author(s): Nolan, Richard L. Publication Date: 09/21/1999 Revision Date: 04/03/2000 Product Type: Case (Field) Product Description: After phenomenal growth and market leadership in networking, founder and CEO Ray Noorda made a frontal assault on Microsoft's core strengths. In 1994, Noorda spend over $1.5 billion acquiring companies such as WordPerfect to combat Microsoft Word, products such as Borland's Quattro Pro to combat Microsoft Excel, and a PC operating system to combat Microsoft MS-DOS. Novell's stock reached a high of $35 1/4 in March 1993 before beginning to slide downward as head-to-head competition with Microsoft was seen as a questionable strategy. Robert Frankenberg, an executive at Hewlett-Packard brought in to replace Ray Noorda, reversed course and sold many of the acquired companies. But time was running out for Novell. Microsoft had not only already won the head-to-head competition, but had mounted a counterattack with its NT server product that was fast eroding Novell's stronghold in Network Operating Systems (NOSs). Coming from an only 2 percent market share in 1993, by 1997 Microsoft's NT Server operating license unit sales were 997 million growing at 36 percent, compared to Novell's NetWare server operating license unit sales of 744 million growing at 13 percent. In early 1997, Novell's stock price had dropped to $7. HBS Number: 9-300-038 Geographic Setting: Unspecified Industry Setting: networking/IT Company Size: large Gross Revenues: $1 billion revenues Event Year Start: 1997 Event Year End: 1998 Subjects: Competition; Computer industry; Computer networks; Information technology; Internet; Strategic planning; Strategy formulation Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-301-068), 6p, by Richard L. Nolan
Case Author(s): Cash, James I., Jr.; Gogan, Janis L.; Hase Publication Date: 02/11/2000 Revision Date: 10/27/2000 Product Type: Case (Field) Product Description: Continues the story of Open Market, Inc., a company founded in 1994 to support electronic commerce on the Internet. Despite a very successful initial public offering, the firm had reached a growth plateau, and the management team was considering several strategic options. Should they focus on building market share of their simple ``storefront'' product shop site (which was targeted at small e-merchants) or develop new channels for their high-end order processing software, Transact? The 1999 holiday season was rapidly approaching and Open Market's management team hoped to benefit from a predicted surge in online sales. Teaching Purpose: To be used in an electronic commerce module in an MIS or strategy course. May be used with: (9-196-097) Open Market, Inc.: Managing in a Turbulent Environment. HBS Number: 9-800-255 Geographic Setting: Boston, MAIndustry Setting: electronic commerce softwareNumber of Employees: 400Gross Revenues: $70 million revenues Event Year Start: 1999Event Year End: 1999 Subjects: Electronic commerce; Entrepreneurial management; Internet; Software; Telecommunications Academic Discipline: Management of information systems
Case Author(s): Sviokla, John J.; Dailey, Melissa Publication Date: 07/10/1998 Revision Date: 08/24/1998 Product Type: Other HBS Number: 9-399-005 Geographic Setting: New Jersey/New York Industry Setting: securities Number of Employees: 140 Event Year Start: 1998 Event Year End: 1998 Subjects: Computer systems; Entrepreneurship; Financial planning; Information systems; Securities Academic Discipline: Management of information systems Product Description: Bill Lupien's OptiMark Technologies, Inc. plans to launch a super computer system in September, 1998 that he believes will release previously-withheld liquidity to the securities market. While today's market matches trades based on price and size, Lupien's system proposes to match trades based on investors' willingness to trade across a continuous range of outcomes. Investors enter changeable profiles into the system that express a willingness to trade specific volumes at specific prices — for example, no shares at $51.50, 10,000 shares at $51, 20,000 at $50.50, etc. If it works, the system will continuously take in buy and sell orders for stocks from both institutional and individual investors, match them instantaneously at the investor's preferred prices and execute the trades — all in total secrecy, except for reporting each transaction to the market once completed. We in our industry have communicated at a kindergarten level in what we call two-dimensional space — price and size. Those are the two variables — how many do you want to buy and what price? explained Lupien. We call OptiMark three-dimensional because it can represent degrees of investor discretion (willingness to trade) as well as price and size. By adding a third dimension to the market, we create an almost infinite language. Teaching Purpose: In line with Managing in the Marketspace curriculum. Includes color exhibi
Case Author(s): Sviokla, John J.; Dailey, Melissa Publication Date: 07/10/1998 Revision Date: 08/24/1998 Product Type: Color Case HBS Number: 399005 Geographic Setting: New Jersey; New York Industry Setting: Securities & investing Number of Employees: 140 Event Year Start: 1998 Event Year End: 1998 Subjects: Computer systems; Entrepreneurship; Financial planning; Information systems Academic Discipline: Management of information systems Product Description: Bill Lupien's OptiMark Technologies, Inc., plans to launch a super-computer system in September, 1998 that he believes will release previously withheld liquidity to the securities market. While today's market matches those trades based on price and size, Lupien's system proposes to match trades based on investors' willingness to trade across a continuous range of outcomes. Investors enter changeable profiles into the system that express a willingness to trade specific volumes at specific prices — for example, no shares at $51.50; 10,000 shares at $51; 20,000 at $50.50, etc. If it works, the system will continuously take in buy and sell orders for stocks from both institutional and individual investors, match them instantaneously at the investor's preferred prices, and execute the trades — all in total secrecy, except for reporting each transaction to the market once completed. “We in our industry have communicated at a kindergarten level in what we call two-dimensional space — price and size. Those are the two variables — how many do you want to buy and what price?” explained Lupien. “We call OptiMark three-dimensional because it can represent degrees of investor discretion (willingness to trade) as well as price and size. By adding a third dimension to the market, we create an almost infinite language.” Includes color exhibits.
Case Author(s): Davenport, Thomas H. Publication Date: 09/08/1995 Product Type: Case (Field) Product Description: A proposal for reengineering the order management process of an HVAC products and services company receives only half the funding it needs. The proposal appeared to offer a very high return on investment, but would require substantial funding and dramatic changes in work processes and the information technology required to support these processes. The firm's president must decide whether to fully fund the reengineering effort and how quickly to roll out the new program. HBS Number: 9-996-005 Industry Setting: industrial products Subjects: Information technology; Order processing; Reengineering Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-996-012), 4p, by Thomas H. Davenport
Case Author(s): Davenport, Thomas H. Publication Date: 09/08/1995 Product Type: Case (Field) Publisher: Harvard Business School Publishing HBS Number: 996005 Subjects: Order processing; Information & technology; Business process reengineering Academic Discipline: Management of Information Systems Supplementary Materials: Case Teaching Note, (996012), 4p, by Thomas H. Davenport Product Description: A proposal for reengineering the order management process of an HVAC products and services company receives only half the funding it needs. The proposal appeared to offer a very high return on investment, but would require substantial funding and dramatic changes in work processes and the information technology required to support these processes. The firm's president must decide whether to fully fund the reengineering effort and how quickly to roll out the new program.
Case Author(s): Hagstrom, Peter Publication Date: 01/05/1995 Product Type: Case (Field) Product Description: A condensed version of Oticon A/S: "Cogitate Incognito" ("Think the Unthinkable"; Oticon A/S Company Motto) & Oticon A/S: Project 330. In this case the presentations of the company, its products, competitive position, and use of information technology have been significantly reduced. Teaching Purpose: To evaluate both the extraordinary new organization and the chosen implementation process. In addition, allows for a discussion on the necessary conditions for accomplishing organizational innovation, and whether organizational capabilities translate into competitive advantage. HBS Number: 9-195-142 Geographic Setting: DenmarkIndustry Setting: hearing aidsNumber of Employees: 1,100Gross Revenues: DKK 661 million Event Year Start: 1988Event Year End: 1991 Subjects: Information systems; Management philosophy; Motivation; Organizational change; Organizational design; Product development Academic Discipline: Management of information systems
Case Author(s): Hagstrom, Peter Publication Date: 01/05/1995 Product Type: Case (Field) Product Description: Describes the conceptualization and implementation of a totally new organization structure built around projects, knowledge, and personal development. The organization is fluid with almost no formal controls. Physical work space is fundamentally changed and almost all paper is eliminated by extensive use of computerized information systems. However, unexpected early losses threaten the radical organizational transformation. Teaching Purpose: To evaluate both the extraordinary new organization and the chosen implementation process. In addition, allows for a discussion on the conditions necessary for accomplishing organizational innovation, and whether organizational capabilities translate into competitive advantage. HBS Number: 9-195-141 Geographic Setting: DenmarkIndustry Setting: hearing aidsNumber of Employees: 1,100Gross Revenues: DKK 661 million Event Year Start: 1990Event Year End: 1991 Subjects: Information systems; Management philosophy; Motivation; Organizational change; Organizational design; Product development Academic Discipline: Management of information systems
Case Author(s): McFarlan, F. Warren; Stoddard, Donna B. Publication Date: 06/04/1986 Revision Date: 07/15/1990 Product Type: Case (Field) Product Description: Describes the company's use of information technology to strengthen its position in the elevator sales and service market. Also demonstrates how information technology can be used to better manage and control a large geographically dispersed service organization. May be used with: (9-184-041) Frontier Airlines, Inc. (A); (9-186-191) Frontier Airlines, Inc. (B); (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: 9-186-304 Geographic Setting: Connecticut Industry Setting: elevators Event Year Start: 1985 Event Year End: 1985 Subjects: Information systems; Information technology; Services Academic Discipline: Management of information systems Supplementary Materials: Supplement (Field), (9-190-149), 2p, by Nancy S. Balaguer; Teaching Note, (5-193-058), 8p, by Donna B. Stoddard, Lynda M. Applegate; Case Video, (9-887-508), 10 min, by F. Warren McFarlan, Donna B. Stoddard
Case Author(s): Balaguer, Nancy S. Publication Date: 03/22/1990 Product Type: Supplement (Field) Product Description: Provides a brief update about the OTISLINE application and service center concept. Includes discussions of the chairman's perception of the impact of OTISLINE on customer service and the field organization's response to the OTISLINE service. Includes a description of a 1989 pilot program for the introduction of radio frequency-based, hand-held terminals to field mechanics. Finally, the chairman of Otis offers what he believes will be the next OTISLINE success story at Otis Elevator Co. Must be used with: (9-186-304) OTISLINE (A). HBS Number: 9-190-149 Subjects: Customer service; Information systems; Information technology; Services Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-193-058), 8p, by Donna B. Stoddard, Lynda M. Applegate
Case Author(s): Stoddard, Donna B.; Jarvenpaa, Sirkka Publication Date: 07/21/1994 Revision Date: 08/26/1994 Product Type: Case (Field) Product Description: Describes the redesign and rollout of the new order-fulfillment process for a flagship product at Pacific Bell. Pacific Bell is one of the Regional Bell Operating Companies comprised of seven regional business units. Rather than implement the new process, roles, and information technology proposed by the original design team, each regional business unit implemented those pieces that most quickly resulted in performance improvements and would not require lengthy negotiations with labor unions. Focuses on managing radical change programs in a decentralized organization. HBS Number: 9-195-098 Geographic Setting: CaliforniaIndustry Setting: telecommunications Subjects: Information technology; Organizational change; Reengineering; Telecommunications Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-196-076), 6p, by Donna B. Stoddard
Teaching Note Author(s): Vitale, Michael R. Publication Date: 07/07/1986 Revision Date: 02/16/1988 Product Type: Teaching Note HBS Number: 5-187-003 Academic Discipline: Management of information systems Product Description: Teaching Note for (9-186-014) and (9-186-015).
Case Author(s): Burgelman, Robert A.; Meza, Philip Publication Date: 10/13/2000 Product Type: Case (Field) Publisher: Stanford University Product Description: The popularity of file sharing services like Napster and processing sharing services such as SETI@Home have underscored the potential power of peer-to-peer (p2p) networking and processing. Although much of the attention surrounding p2p technologies centered around controversial or nonprofit applications, many legitimate and potentially lucrative applications can be executed using p2p technologies. This case examines how established technology companies Intel and Hewlett-Packard will offer p2p-based services and looks at selected start-ups that are forming to compete in new markets using p2p technologies. Teaching Purpose: To illustrate how technological developments, such as the Internet and increased PC/server processing power, converge to offer new solutions and entirely new markets. To look at the responses of both established leaders and new companies to the consequent challenges and opportunities. HBS Number: SM76 Geographic Setting: GlobalIndustry Setting: technology Event Year Start: 2000Event Year End: 2000 Subjects: Computer services; Networking; Networks Academic Discipline: Management of information systems
Case Author(s): McFarlan, F. Warren; DeLacey, Brian J. Publication Date: 07/30/2004 Revision Date: 05/10/2005 Product Type: Case (Field) Product Description: Discusses the IT organization and IT strategy issues facing Pfizer, one of the world's largest pharmaceutical companies. Managing over $1 billion of IT expense, the company has a committee approach for handling all critical IT decisions, an approach that is consistent with the internal culture of Pfizer in other aspects. HBS Number: 9-305-018 Geographic Setting: Belgium Industry Setting: pharmaceuticals/telecom Number of Employees: 100,000 Gross Revenues: $32 billion revenues Subjects: Belgium; Chemicals; Information technology; Organization; Pharmaceuticals Academic Discipline: Management of information systems
Case Author(s): Applegate, Lynda M.; Osborn, Charles Publication Date: 07/07/1987 Revision Date: 10/07/1995 Product Type: Case (Field) 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. May be used with: (9-194-022) Phillips 66: Transforming for the 1990s. HBS Number: 9-189-006 Geographic Setting: United StatesIndustry Setting: petroleum (downstream operations)Company Size: Fortune 500Gross Revenues: $10.7 billion 1987 sales Event Year Start: 1985Event Year End: 1988 Subjects: Control systems; Information systems; Information technology; Organizational design; Petroleum; Restructuring Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-189-072), 24p, by Lynda M. Applegate
Case Author(s): McFarlan, F. Warren; Dailey, Melissa Publication Date: 12/17/1998 Product Type: Case (Field) HBS Number: 9-399-095 Geographic Setting: Des Moines, IA Industry Setting: agriculture Number of Employees: 5,000 Gross Revenues: $243 million revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Agribusiness; Agriculture; Computer systems; High technology products; Information services; Information systems; Information technology Academic Discipline: Management of information systems Product Description: “Corn seed — high tech? You bet. The agricultural sector is among the preeminent information technology users in our economy,” exclaimed an August 1998 Forbes ASAP survey of the U.S. economy's best-and-worst users of information technology (IT). The survey designated Pioneer Hi-Bred International, Inc., the most successful user of IT in the agricultural sector. Pioneer, a leading supplier of seeds and agricultural genetics, was headquartered in the heart of North America's corn belt, Des Moines, Iowa. The information management (IM) team had successfully implemented support services for 5,000 employees and an international technical infrastructure connecting Pioneer's 93 research stations and 62 production locations around the world. In 1998, however, Tom Hanigan, vice president and director of IM, Tom Hanigan, faced the greatest challenge of his 22-year career with Pioneer. The company was engaged in a research race with major competitors. Pioneer was growing, transporting, packaging, and distributing an increasing number of seed varieties at unprecedented volumes. Its research, operations, and sales business units would have to work together in an integrated way to successfully perform large-scale ramp-ups of new products. Information management and business line professionals would have to work quickly and efficiently, an
Case Author(s): Eisenmann, Thomas R. Publication Date: 09/13/2006 Revision Date: 10/02/2007 Product Type: Note HBS Number: 9-807-049 Subjects: Network effects; Network hubs; Networks; Platforms; User groups Academic Discipline: Management of information systems Product Description: Defines platform-mediated networks and introduces concepts central to their study. First, it defines networks and network effects; explains how network effects influence users' willingness-to-pay for network access; describes factors that determine the strength of network effects; discusses how a network's success may depend upon users' expectations about its growth prospects; defines network externalities and their significance; presents a taxonomy of networks based on the number of distinct user groups — sides — that they encompass; and explains why network effects should be viewed as demand-related rather than supply-related scale economies. Second, it defines platforms; describes different roles that firms play in platform creation and maintenance; discusses platform boundaries, for example, the distinction between platform providers and network users; and presents schemes for categorizing platforms based on their principal function, the structure of the networks they serve, and who controls them. May be used with: (R0610F) Strategies for Two-Sided Markets.
Case Author(s): McFarlan, F. Warren; Bartlett, Nancy Publication Date: 01/10/2002 Revision Date: 02/26/2002 Product Type: Case (Field) Product Description: Describes a specific approach for measuring the efficiency of the groups of computers inside an organization and suggests ways this tool may be used to reduce the company's computing investment while maintaining service. It is a software-enabled industrial engineering approach to delivery of computing resources. The evolution of this approach and the listing of its strengths and weaknesses is the key purpose for the class discussion. Teaching Purpose: To identify an industrial engineering approach to delivery of information resources. HBS Number: 9-302-061 Geographic Setting: Sweden Industry Setting: banking and software Number of Employees: 3,000 Event Year Start: 2001 Event Year End: 2001 Subjects: Information systems; Information technology; Software Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (5-303-050), 3p, by F. Warren McFarlan
Case Author(s): Coles, Peter A.; Lakhani, Karim R.; McAfee, Andrew Publication Date: 05/30/2007 Revision Date: 08/20/2007 Product Type: Case (Field) HBS Number: 607088 Geographic Setting: California Industry Setting: Software industry Number of Employees: 12,000 Gross Revenues: $10 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Collective intelligence; Decision analysis; Decision roles; Forecasting; Information technology; Intranets; Market analysis; Planning; Prediction markets Academic Discipline: Management of information systems Supplementary Materials: Teaching Note, (608024), 21p, by Andrew McAfee Product Description: In its eight quarters of operation, Google's internally developed prediction market has delivered accurate and decisive predictions about future events of interest to the company. Google must now determine how to increase participation in the market, and how to best use its predictions.
Teaching Note Author(s): McAfee, Andrew Publication Date: 10/10/2007 Product Type: Teaching Note HBS Number: 608024 Academic Discipline: Management of information systems Product Description: An abstract is not available for this product. Must be used with: (607088) Prediction Markets at Google.
Case Author(s): Farhoomand, Ali F.; Ng, Pauline Publication Date: 09/30/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: In May 2002, Stephen Langley, CIO of Asia Pacific, PwC Consulting, and his counterparts in the United States and Europe were engaged in pressing issues pertaining to the separation of the fabric of the KnowledgeCurve, the lifeline of the firm, in preparation for a spinoff scheduled for early August. The KnowledgeCurve was an Intranet system that supported the daily business activities of the entire firm. With the emergence of newer technologies and Internet-based applications, it seemed illogical to duplicate the legacy infrastructur
