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• Case | HBS Case Collection | September 2019 (Revised January 2020)

  2U: Higher Education Rewired

  Yael Grushka-Cockayne and Karim R. Lakhani

  In its 2019 Partner Symposium, 2U, an online program management provider (OPM), showcased its new vision: “Career. Curriculum. Continuum. A construct for lifelong learning in the 21st century”. 2U, founded in 2008, and went public in 2014, was looking to expand beyond their current degree offerings to include a wider range of programs, such as short courses, bootcamps, and professional certificates. Led by co-founder and CEO Chip Paucek, 2U believed that they were the strongest partner in the OPM market that could enable universities’ digital transformation, allowing them to offer a variety of courses to a changing student profile. The universities, on the other hand, recognized that times were changing and that the appeal of a residential experience might be dwindling. Pressures of offering a more flexible learning format were mounting. Some schools were engaging in partnerships such as with 2U to get themselves online while others saw digital and online as the next evolution of instruction and that it was their responsibility to learn how to master it and own it. The case considers Paucek’s challenge of leading a for-profit OPM. Was 2U growing in a way that risked alienating their most important stakeholders, the brand named universities themselves? Were the university leaders going to change their approach and start investing in the digital transformation themselves to avoid giving 2U a cut of their revenues?

  Keywords: Digital Innovation; digital transformation; architectural innovation; make v. buy; Learning; Higher Education; Online Technology; Innovation Strategy; Transformation;

  Citation:

  Grushka-Cockayne, Yael, and Karim R. Lakhani. "2U: Higher Education Rewired." Harvard Business School Case 620-044, September 2019. (Revised January 2020.)  View Details

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• Case | HBS Case Collection | September 2018 (Revised January 2020)

  Apple Pay and Mobile Payments in Australia (A)

  Feng Zhu, Susan Athey and David Lane

  In summer 2016, four of Australia’s top five banks petitioned regulators for permission to bargain collectively with Apple over the terms under which they would support its digital wallet, Apple Pay. They argued that doing so would force concessions from Apple that would improve market competitiveness, consumer choice, price transparency, and transaction security for all mobile payments in Australia. The banks stood to benefit as well. If they succeeded in their primary aim of opening the contactless payment functionality of Apple’s devices to their own digital wallets—something Apple had thus far refused in any market it had entered—the banks could retain customer relationships that Apple Pay threatened to usurp and limit Apple’s free-riding on the contactless payment infrastructure the banks had just spent several years building.

  Keywords: payment methods; mobile payment; digital platforms; Apple; Banks and Banking; Cooperation; Problems and Challenges; Policy; Banking Industry; Australia;

  Citation:

  Zhu, Feng, Susan Athey, and David Lane. "Apple Pay and Mobile Payments in Australia (A)." Harvard Business School Case 619-010, September 2018. (Revised January 2020.)  View Details

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• Supplement | HBS Case Collection | September 2018 (Revised January 2020)

  Apple Pay and Mobile Payments in Australia (B)

  Feng Zhu, Susan Athey and David Lane

  Supplements the (A) case.

  Keywords: payment methods; mobile payment; digital platforms; Apple; Banks and Banking; Cooperation; Problems and Challenges; Policy; Banking Industry; Australia;

  Citation:

  Zhu, Feng, Susan Athey, and David Lane. "Apple Pay and Mobile Payments in Australia (B)." Harvard Business School Supplement 619-011, September 2018. (Revised January 2020.)  View Details

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