Supplement | HBS Case Collection | 2012

Intraoperative Radiotherapy for Breast Cancer (B)

Abstract

The intraoperative radiotherapy (IORT) business at Carl Zeiss Meditec had struggled with growth since the time of the (A) case. Though the unit had grown revenues in excess of 50% and had exceeded its EBIT target, it faced several key strategic choices. Should it continue to specialize in the breast cancer segment, or should it focus more on surgery with radiotherapy as one technical solution. Should it continue its focus on more mature markets, or should it be making focused investments in emerging markets? The (A) case poses IORT as a disruptive technology, and the (B) case offers the instructor an opportunity to gauge the progress the protagonist has made in applying that framework.

Keywords: radiotherapy; breast cancer; brachytherapy; therapeutic radiation; oncology; oncology treatment systems; Elekta AB; Varian Medical Systems; Xoft; Electronic Brachytherapy; Intraoperative radiotherapy; Disruptive Innovation; Health Care and Treatment; Entrepreneurship; Technological Innovation; Growth and Development Strategy; Health Industry; Germany;

Language: English

Format: Print

4 pages

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Citation:

Shih, Willy. "Intraoperative Radiotherapy for Breast Cancer (B)." Harvard Business School Supplement 613-040, September 2012.

Ulrich Simon, the head of the Microscopy business group at Carl Zeiss AG knew that his unit was facing a disruptive threat, so he chartered a special team to tackle the industrial segment. Given a high degree of autonomy, the project team developed an understanding of the marketplace challenge and proceeded to develop and execute on a new business plan. Simon gave the team ample freedom to develop new processes and priorities appropriate to the market segment needs, but he couldn't help but wonder whether it would continue as a stand-alone unit or he would need to reintegrate it into the mainline business. He also was nervous about the plan itself. The team had established timelines and milestones, but now they had to execute and deliver their first product next year.

Senior managers at the LEGO Group are faced with a quandary: Should they patent inventions coming out of their manufacturing process development work, should they keep them as trade secrets, or should they publish them so that they would go into the public domain and nobody else could patent them? They wish to preserve their freedom to practice, but they are very concerned about competitors' ability to benefit from LEGO Group's R&D investments or alternately interfere with its freedom to operate. The case frames important intellectual property issues around appropriability and strategy.

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Intraoperative Radiotherapy for Breast Cancer (B)

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