MCC: The Packaging and Interconnect Program (A)

Marco   Iansiti

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Case | HBS Case Collection | August 1991 (Revised April 1993)

MCC: The Packaging and Interconnect Program (A)

by Marco Iansiti

Format: Print

21 pages

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Citation:

Iansiti, Marco. "MCC: The Packaging and Interconnect Program (A)." Harvard Business School Case 692-020, August 1991. (Revised April 1993.)

About the Author

Marco Iansiti

David Sarnoff Professor of Business Administration
Unit Head, Technology and Operations Management

Technology and Operations Management

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Case | HBS Case Collection | September 2015 (Revised October 2017)

Vistron Inc.: The Z Glass Project

Roy Shapiro and Marco Iansiti

Keywords: Technology Industry;

Citation:
Shapiro, Roy, and Marco Iansiti. "Vistron Inc.: The Z Glass Project." Harvard Business School Case 616-002, September 2015. (Revised October 2017.) View Details

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Case | HBS Case Collection | October 2016 (Revised September 2017)

Indigo Agriculture

Marco Iansiti, Michael W. Toffel and Christine Snively

Indigo Agriculture had successfully developed and launched its first commercial product, microbe-enhanced cotton seeds, on an accelerated product development timeline. In late 2016, as the company was about to launch its second product, winter wheat, the management team proposed to again accelerate the development timeline and introduce six new products in four countries within the next 12 months. The CEO and Director of Business Development met to discuss the feasibility of accelerating the timeline, potential bottlenecks in the product development process, resource management, and the potential need for a more formalized development process.

Keywords: Product Development; Agribusiness; Science-Based Business; Operations; Agriculture and Agribusiness Industry; Technology Industry;

Citation:
Iansiti, Marco, Michael W. Toffel, and Christine Snively. "Indigo Agriculture." Harvard Business School Case 617-020, October 2016. (Revised September 2017.) View Details

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Article | Harvard Business Review | September–October 2017

Managing Our Hub Economy: Strategy, Ethics, and Network Competition in the Age of Digital Superpowers

Marco Iansiti and Karim R. Lakhani

A small number of digital superpowers—Alibaba, Amazon, Microsoft, and others—have become “hub firms” because they control access to billions of mobile customers coveted by all kinds of product and service providers. These hubs drive increasing returns to scale and claim a disproportionate share of the value being created in the global economy. The authors argue that the hub economy will continue to spread across more industries, concentrating more power in the hands of a few. As an example, they take an in-depth look at the auto industry and how Apple and Alphabet/Google are poised to become the main beneficiaries as cars turn into digitally connected spaces for work, entertainment, and shopping. As hubs proliferate and expand their reach, the danger is that they will exacerbate economic inequality and threaten social stability. It is thus incumbent on all stakeholders—traditional companies, start-ups, institutions, and communities—to make certain changes in the ways they do business. Moreover, hub firms themselves must do a better job leading responsibly for the good of all, not just creating and capturing value but doing more to sustain other players in the ecosystem.

Keywords: Competition; Strategic Planning; Auto Industry; Technology Industry;

Citation:
Iansiti, Marco, and Karim R. Lakhani. "Managing Our Hub Economy: Strategy, Ethics, and Network Competition in the Age of Digital Superpowers." Harvard Business Review 95, no. 5 (September–October 2017): 84–92. View Details

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MCC: The Packaging and Interconnect Program (A)

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