The Transformation of IBM

Andrall E. Pearson; David B. Yoffie

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Case | HBS Case Collection | November 1990 (Revised September 1991)

The Transformation of IBM

by Andrall E. Pearson and David B. Yoffie

Abstract

John Akers, IBM's chairman, must confront how to transform a $60 billion, full line, global computer company that is the leader in every market it serves, yet losing share across the board. The case explores senior management's perspective on the process of organization change.

Keywords: Organizational Change and Adaptation; Transformation; Corporate Strategy; Adoption; Management Teams; Hardware; Information Technology; Multinational Firms and Management; Computer Industry;

Language: English

Format: Print

22 pages

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Citation:

Pearson, Andrall E., and David B. Yoffie. "The Transformation of IBM." Harvard Business School Case 391-073, November 1990. (Revised September 1991.)

About the Author

David B. Yoffie

Max and Doris Starr Professor of International Business Administration

Strategy

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Case | HBS Case Collection | April 2015 (Revised December 2018)

Steve Jobs: Leader Strategist

Cynthia A. Montgomery and David B. Yoffie

Strategically, Steve Jobs got it brilliantly right some times and terribly wrong other times. This case examines Jobs' development as a leader strategist over the course of his entire career. The successes and failures of Apple, NeXT, and Pixar are used to probe the role of strategy in organizational success and to examine a leader's distinctive responsibility to set (and reset) a viable course for a business. While Jobs' greatness may make him seem inaccessible at times, a closer look shows that some of his most valuable managerial capabilities were honed slowly, painfully, over time, and that there is much others can learn from his experience.

Keywords: strategist; Steve Jobs; Apple; Leadership; Competitive Advantage; Personal Development and Career; Strategy;

Citation:
Montgomery, Cynthia A., and David B. Yoffie. "Steve Jobs: Leader Strategist." Harvard Business School Case 715-454, April 2015. (Revised December 2018.) View Details

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Case | HBS Case Collection | November 2016 (Revised September 2018)

Elon Musk's Big Bets

David B. Yoffie, Eric Baldwin and Brandon Kaufmann

Between late 2014 and late 2016, Tesla CEO Elon Musk undertook several major, and risky, initiatives that would dramatically expand the scale and scope of Tesla’s business. In late 2014, Tesla began construction on a $5 billion “gigafactory” that would manufacture lithium-ion batteries used in Tesla’s electric vehicles on an unprecedented scale. In early 2015, Tesla announced a new product line of battery packs designed for large-scale energy storage for residential, commercial, and utility-scale installations. In 2016, the company acquired SolarCity, a leading solar energy firm, creating what Musk called “a vertically integrated energy company.” These moves, representing billions of investment and extension into new industries, came at a time when Tesla was still losing money and struggling to scale up production of its electric vehicle lines to meet ambitious delivery targets. Meanwhile, Musk was also CEO of SpaceX, which was, while growing its business of launching satellites and cargo into space for commercial and governmental clients, preparing to take astronauts into space, pioneering the use of reusable rockets and announcing plans to colonize Mars. Would Musk be able to realize his ambitious goals or was he taking too many risks with his investors’ money?

Keywords: electric vehicles; batteries; solar power; renewable energy; strategy; Execution; technology; space flight; Tesla; SolarCity; SpaceX; Elon Musk; Technology; Risk and Uncertainty; Expansion; Renewable Energy; Investment; Manufacturing Industry; Green Technology Industry; Auto Industry; Aerospace Industry; Battery Industry;

Citation:
Yoffie, David B., Eric Baldwin, and Brandon Kaufmann. "Elon Musk's Big Bets." Harvard Business School Case 717-431, November 2016. (Revised September 2018.) View Details

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Case | HBS Case Collection | October 2017 (Revised August 2018)

HTC and Virtual Reality

David B. Yoffie, Andy Wu and Allison M. Ciechanover

In fall 2017, HTC CEO and Chairperson Cher Wang was driving the company to focus on virtual reality (VR). HTC's first VR product, VIVE, released in spring 2016, was applauded for its superior immersive room-scale capabilities. However, early adoption of VR beyond gamers and technology enthusiasts was off to a slower start in general due to high cost, lack of quality content, and some user discomfort while using the technology. Wang endeavors to be the leading VR company, though competition from Sony, Facebook, and other technology leaders is mounting, and several, like HTC, are already pursuing second generation tetherless VR technology. As Wang seeks to develop the ecosystem by partnering with developers, creating a content platform, investing in VR startups, and launching VR arcades, she must decide the appropriate balance of fostering innovation in hardware, software and services, or both.

Keywords: Virtual reality; strategy; competition; technology; Strategy; Competition; Innovation and Management; Technology Industry;

Citation:
Yoffie, David B., Andy Wu, and Allison M. Ciechanover. "HTC and Virtual Reality." Harvard Business School Case 718-421, October 2017. (Revised August 2018.) View Details

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The Transformation of IBM

Abstract

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