|
Case HBS Case Collection March 1998 (Revised October 2001) Teradyne: Corporate Management of Disruptive Change |
Two cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and, therefore, the operating divisions. This case deals with the same set of problems from the perspective of corporate management--in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful.
Keywords: Business Startups; Disruption; Management; Market Entry and Exit; Product; Problems and Challenges; Competitive Strategy; Corporate Strategy; Technology;
Bower, Joseph L. "Teradyne: Corporate Management of Disruptive Change." Harvard Business School Case 398-121, March 1998. (Revised October 2001.)
