Case | HBS Case Collection | 2003 (Revised from original 2002 version)
by Lynda M. Applegate and Rakesh Khurana
Supplements the (A) case.
Citation:
Applegate, Lynda M., and Rakesh Khurana. "Joe Smith's Closing Analysis (C)." Harvard Business School Case 803-048, February 2003. (Revised from original October 2002 version.)
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Article | Huffington Post, The Blog | February 21, 2013
We Look Out for Our Own
Gautam Mukunda and Rakesh Khurana
Case | HBS Case Collection | 2013
Kaiser Permanente: Innovating to Transform Healthcare
Lynda Applegate
Keywords: entrepreneurial management; strategy; organ; Entrepreneurship; Management; Competitive Strategy; Behavior; Leadership; Health Industry; United States;
National Instruments
Lynda M. Applegate, Keri Pearlson and Natalie Kindred
This case explores the use of social media to support product design, customer support, marketing and HR activities at National Instruments (NI). Based in Austin, Texas, with over $1 billion in 2011 sales, NI designs, produces, and sells software and hardware platforms that simplify development of its customers' measurement and control systems. Its customers, ranging from individuals (professors and their students) to large corporations, consist primarily of scientists and engineers—a pedigree shared by most NI employees. Since dedicating a full-time position to formalizing the use of social media tools in 2006, NI has infused social capabilities into its internal and customer-facing business processes, strengthening relationships and value delivered.
NI's story deepens our understanding of how to build a social business strategy, create game changing innovation processes, and measure the value of its social technology investments—a key challenge facing the company. By touching on NI's history and culture, the case also allows students to consider what elements of this company's organization and culture have allowed it to build a robust social business model.