Amazon Web Services

Robert S. Huckman; Gary P. Pisano; Liz  Kind

Case | HBS Case Collection | October 2008 (Revised February 2012)

Amazon Web Services

by Robert S. Huckman, Gary P. Pisano and Liz Kind

Abstract

Considers the development of Amazon Web Services (AWS), a division of Amazon.com, Inc., specializing in the provision of web-based storage and computing services to web developers. The case focuses on the issues facing Andy Jassy, the head of AWS, in 2008 as AWS faces increased competition from established technology giants, such as Google, Microsoft, and IBM. Students are asked to consider whether entry into web services by Amazon, which had established its brand in retail, represented a prudent move by the company. The case provides an opportunity to highlight the benefits of AWS's variable pricing for developers and to determine where overlaps exist between Amazon's core retailing business and AWS. Students are also provided with an opportunity to discuss operational diversification and its limits within the AWS context.

Keywords: Price; Market Entry and Exit; Service Operations; Competition; Diversification; Retail Industry; Web Services Industry;

Language: English

Format: Print

25 pages

Educators Purchase

Citation:

Huckman, Robert S., Gary P. Pisano, and Liz Kind. "Amazon Web Services." Harvard Business School Case 609-048, October 2008. (Revised February 2012.)

Article | Management Science | September 2018

Discretionary Task Ordering: Queue Management in Radiological Services

Maria Ibanez, Jonathan R. Clark, Robert S. Huckman and Bradley R. Staats

Work-scheduling research typically prescribes task sequences implemented by managers. Yet employees often have discretion to deviate from their prescribed sequence. Using data from 2.4 million radiological diagnoses, we find that doctors prioritize similar tasks (batching) and those tasks they expect to complete faster (shortest expected processing time). Moreover, they exercise more discretion as they accumulate experience. Exploiting random assignment of tasks to doctors’ queues, instrumental variable models reveal that these deviations erode productivity. This productivity decline lessens as doctors learn from experience. Prioritizing the shortest tasks is particularly detrimental to productivity. Actively grouping similar tasks also reduces productivity, in stark contrast to productivity gains from exogenous grouping, indicating deviation costs outweigh benefits from repetition. By analyzing task completion times, our work highlights the tradeoffs between the time required to exercise discretion and the potential gains from doing so, which has implications for how discretion over scheduling should be delegated.

Keywords: discretion; scheduling; queue; healthcare; learning; experience; Decentralization; operations; service operations; service delivery; Performance; Performance Effectiveness; Performance Efficiency; Performance improvement; Performance Productivity; Decisions; time management; Cost vs Benefits; Health Industry; Operations; Service Operations; Service Delivery; Performance; Performance Effectiveness; Performance Efficiency; Performance Improvement; Performance Productivity; Decisions; Time Management; Cost vs Benefits; Health Industry;

Citation:

Ibanez, Maria, Jonathan R. Clark, Robert S. Huckman, and Bradley R. Staats. "Discretionary Task Ordering: Queue Management in Radiological Services." Management Science 64, no. 9 (September 2018): 4389–4407. (Working paper available here. Winner of the 2017 Best Paper Competition of the POMS College of Healthcare Operations Management. Featured in Forbes, Quartz, and Inc.) View Details

Cite View Details SSRN Find at Harvard

Over the past two decades, the greater prevalence of global supply chains has had contrasting effects on Western manufacturing clusters. While some of them dwindled, others proved resilient. Contributing to the recent literature on co-located clusters and clusters' linkages, we focus on the impact of lead firms’ strategies on the competitiveness of a pair of “twin” clusters located in Northeast Italy. Our findings suggest that production remains “sticky” when leading firms pursue “process-embedded” innovation by integrating global market and local technical knowledge. We refer to this type of firm as a Knowledge Integrator and discuss how its strategy supports the competitiveness of localized suppliers.

Faculty & Research

Amazon Web Services

Abstract

Citation:

About the Authors

More from these Authors