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• Case | HBS Case Collection | 2013 (Revised from original 2011 version)

  Akamai's Edge (A)

  Eric Van den Steen

  In 2009, Paul Sagan, CEO of Akamai, the leading online content delivery network with a 60% market share, needs to decide how to respond to aggressive entry in its market, whether and how to pursue the explosive growth in online video, and whether to stay with its distributed network model or move towards its competitors' more centralized design.

  Keywords: Competitive Advantage; Market Entry and Exit; Business Model; Competitive Strategy; Network Effects; Values and Beliefs;

  Citation:

  Van den Steen, Eric. "Akamai's Edge (A)." Harvard Business School Case 712-455, April 2013. (Revised from original December 2011 version.)

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• Supplement | HBS Case Collection | 2013 (Revised from original 2011 version)

  Akamai's Edge (B)

  Eric Van den Steen

  Citation:

  Van den Steen, Eric. "Akamai's Edge (B)." Harvard Business School Supplement 712-456, April 2013. (Revised from original December 2011 version.)

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• Case | HBS Case Collection | 2013

  LEGO (A): The Crisis

  Jan W. Rivkin, Stefan H. Thomke and Daniela Beyersdorfer

  As this case opens, iconic toymaker LEGO stands on the brink of bankruptcy. Jørgen Vig Knudstorp, LEGO's young and newly appointed CEO, must size up changes in the toy industry, learn from the company's recent moves, and craft a strategy that will put LEGO back on track.

  Keywords: Organizational Change and Adaptation; Change Management; Competitive Strategy; Crisis Management; Insolvency and Bankruptcy; Consumer Products Industry;

  Citation:

  Rivkin, Jan W., Stefan H. Thomke, and Daniela Beyersdorfer. "LEGO (A): The Crisis." Harvard Business School Case 713-478, February 2013.

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