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• Case | HBS Case Collection | February 2019

  Schneider Electric: Opening Up to External Innovation

  Antonio Davila

  Schneider Electric competes in tough but stable markets around energy management, automation, and control of infrastructures ranging from homes to production plants. New technologies and new approaches to serving markets are challenging the status quo. To take advantage of these changes, the company has been experimenting with different organizational structures to take advantage of these radical innovations. The case describes the challenges facing the company as well as the latest iteration of structures and systems. In particular, the company has put together “Innovation at the Edge,” which includes tools ranging from corporate venture capital to corporate accelerator. Managers at Schneider Electric have to evaluate whether these tools are enough to fulfill the needs of the company, how to fully take advantage of them, and how to further adapt them.

  Keywords: Corporate Venture Capital; accelerator; Corporate Entrepreneurship; Collaborative Innovation and Invention; Disruptive Innovation; Innovation and Management; Innovation Strategy; Technological Innovation; Organizational Design; Energy Industry; Manufacturing Industry; France; United States;

  Citation:

  Davila, Antonio. "Schneider Electric: Opening Up to External Innovation." Harvard Business School Case 119-061, February 2019.  View Details

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• Case | HBS Case Collection | August 2018 (Revised December 2018)

  C3: Driven to Succeed

  Robert Simons and George Gonzalez

  CEO Tom Siebel navigates his Internet-of-Things (IoT) startup through a series of pivots, market expansions, and even an elephant attack to become a leading artificial intelligence software company. The case describes his unusual management approach emphasizing employee testing and selection, customer testing and selection, and a high degree of professionalism.

  Keywords: strategy execution; performance measurement; critical performance variables; strategic boundaries; digital transformation; Internet of Things; artificial intelligence; software development; big data; Machine learning; Business Startups; Management Style; Business Strategy; Performance; Measurement and Metrics; Organizational Culture; Technology Industry; United States; California;

  Citation:

  Simons, Robert, and George Gonzalez. "C3: Driven to Succeed." Harvard Business School Case 119-004, August 2018. (Revised December 2018.)  View Details

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• Case | HBS Case Collection | September 2001 (Revised October 2018)

  DIENA

  Robert Simons and Indra Reinbergs

  Requires students to draw a new organization structure diagram for a rapidly evolving business. A/S DIENA is a newspaper publisher founded during Latvia's 1990/91 struggle for independence from the USSR with a clear social mission to support democracy. With the help of Swedish investors, over the 1990s the entrepreneurial business survives the ups and downs of the transition economy to build a leading national newspaper. In 1997, seeking new sources of growth, A/S DIENA expands outside the Latvian capital to set up the Regional Press Group, a decentralized network of community newspapers emphasizing employee ownership and a separation of roles between editors and publishers. By 2001, however, the community newspaper market is shrinking, the Regional Press Group is not yet profitable, and a Western-style profit planning system is met with some resistance by former state employees. The decision point focuses on how to redesign the Regional Press Group and its interactions with the national newspaper and the other business units of A/S DIENA.

  Keywords: Employee Ownership; Organizational Design; Marketing Strategy; Managerial Roles; Growth and Development; Economic Systems; Publishing Industry; Journalism and News Industry; Latvia;

  Citation:

  Simons, Robert, and Indra Reinbergs. "DIENA." Harvard Business School Case 102-001, September 2001. (Revised October 2018.)  View Details

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