Fate of the Vasa, The

Alan D. MacCormack; Richard   Mason

Case | HBS Case Collection | August 2004 (Revised June 2005)

Fate of the Vasa, The

Abstract

In 1628, the royal warship Vasa was launched. It was Sweden's most expensive naval vessel ever built, costing over 5% of GNP. On its maiden voyage, the ship sailed 1,400 yards in its own harbor, heeled over to the side, and then sank. One third of the 150 crew and officers were killed. An inquiry was convened to establish the cause of the disaster, with testimony taken from, among others, the ship's captain, its officers, the ship's designer, and those responsible for its construction. No one was found guilty of negligence. The question is "Why did the Vasa sink?" The answer lies in the state of knowledge about shipbuilding of the time, the continual changes requested by the king, who was fighting in the Baltic, and the resulting experimental nature of the design.

Keywords: History; Risk and Uncertainty; Technological Innovation; Ship Transportation; Product Design; Technology Adoption; Failure; Business and Government Relations; Product Development; Sweden;

Format: Print

8 pages

Educators Purchase

Citation:

MacCormack, Alan D., and Richard Mason. "Fate of the Vasa, The." Harvard Business School Case 605-026, August 2004. (Revised June 2005.)

This case describes the operations of a fictitious company that processes Cranberries. The case contains data that allows students to calculate the bottleneck stage in production, and to evaluate alternative investment options for increasing cranberry processing capacity.

Case | HBS Case Collection | October 2018 (Revised February 2020)

Innovation at Uber: The Launch of Express POOL

Chiara Farronato, Alan MacCormack and Sarah Mehta

Set in March 2018, the case follows ride-sharing company Uber as it develops and launches a new product called Express POOL. This product offers a reduced price to riders willing to carpool, walk a short distance to/from their pick-up and drop-off points, and wait a few minutes before being matched to a driver. Two weeks after the launch of Express POOL in six U.S. cities, Uber’s product managers discover that if riders are made to wait five minutes to be matched to a driver—rather than the standard two minutes—rider cancellation rates increase, but Uber’s costs per ride are reduced. Together with data scientists, engineers, and product operations specialists, the product managers must decide whether to keep rider wait times at two minutes or increase wait times to five minutes in the six newly launched cities. The decision is complicated by the fact that Uber’s data science team normally places a five-week moratorium on changes to any new product, to allow robust data to be collected on its performance. This case is paired with a supplementary dataset from Uber (HBS No. 619-702). In advance of the class discussion, students can analyze the data and draw their own conclusions about the trade-offs of maintaining the standard wait times or increasing them.

Keywords: Innovation and Management; Innovation Leadership; Innovation Strategy; Technological Innovation; Technology; Mobile Technology; Software; Technology Platform; Decision Making; Technology Industry; California; San Francisco;

Citation:

Farronato, Chiara, Alan MacCormack, and Sarah Mehta. "Innovation at Uber: The Launch of Express POOL." Harvard Business School Case 619-003, October 2018. (Revised February 2020.) View Details

Cite View Details Educators Purchase

Faculty & Research

Fate of the Vasa, The

Abstract

Citation:

About the Author

More from the Author