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• Case | HBS Case Collection | September 2020

  Apple Bets on Augmented Reality

  Rory McDonald, David Lane and Mel Martin

  In 2020, augmented reality (AR) was still a nascent technology with blockbuster potential, one which Apple was actively developing as its iPhone franchised waned. But the emergence of AR was uneven, including the disappointing Google Glass and the unexpected viral success of Pokémon Go. AR technology was complex—involving integration of numerous advances in hardware and software—and expensive, dominated by Big Tech incumbents such as Facebook, Google, and Microsoft, whose AR applications thus far belied the breadth of vision articulated by their leaders. This left the door open for Apple, whose work on AR headsets had generated both internal conflict and continuing questions about where in the value chain the company should play, and how to win amid competing industry visions of the future of AR.

  Keywords: Industry Structures; Product Development; Commercialization; Competition; Corporate Strategy; Diversification; Technology; Technology Adoption; Information Technology Industry; Technology Industry; Video Game Industry;

  Citation:

  McDonald, Rory, David Lane, and Mel Martin. "Apple Bets on Augmented Reality." Harvard Business School Case 621-007, September 2020.  View Details

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• Case | HBS Case Collection | January 2020 (Revised July 2020)

  Chemours (A)

  David G. Fubini and David Lane

  The July 2015 spin-off of DuPont’s performance chemicals division as the independent company Chemours burdened new CEO Mark Vergnano and his team with perilous challenges. Despite market-leading offerings in several areas, the company faced a glutted market for its primary product, even after its prices had fallen 40% since 2012. The company also owed $4 billion in long-term debt, equivalent to 10 times 2014 earnings. Not least, DuPont had made Chemours financially responsible for chemical contamination at 171 U.S. sites, representing 62% of DuPont’s environmental liabilities and 90% of its litigation by number of pending cases. Within six months, Chemours shares had lost 80% of their value.

  Keywords: Transformation; Chemicals; Leading Change; Crisis Management; Organizational Change and Adaptation; Chemical Industry; United States;

  Citation:

  Fubini, David G., and David Lane. "Chemours (A)." Harvard Business School Case 420-001, January 2020. (Revised July 2020.)  View Details

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• Case | HBS Case Collection | December 2018 (Revised April 2020)

  Fluidity: The Tokenization of Real Estate Assets

  Marco Di Maggio, David Lane and Susie Ma

  In December 2018, the blockchain startup Fluidity was about to participate in its first tokenization deal, which would create digital access to property rights in a 12-unit Manhattan condominium complex. The deal was proof-of-concept for Fluidity, which hoped to develop a business digitizing securities issuance for other real estate assets on the basis of its technical facility with blockchain technology, and in conjunction with its broker-dealer partner, Propellr. A successful transaction would only prompt larger and more urgent strategic questions, however. Among them was the appropriate revenue model for Fluidity—whether to grow by providing its technical services to broker-dealers, by going into tokenized securities issuance, or by harnessing its trading technology to facilitate a secondary market in tokenized securities.

  Keywords: Blockchain; tokenization; data security; revenue model; Finance; Technological Innovation; Strategy;

  Citation:

  Di Maggio, Marco, David Lane, and Susie Ma. "Fluidity: The Tokenization of Real Estate Assets." Harvard Business School Case 219-057, December 2018. (Revised April 2020.)  View Details

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