The Thermostat Industry: Transformation from Analog to Digital

Karim R. Lakhani; Kerry  Herman; Christine  Snively

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Technical Note | HBS Case Collection | December 2014

The Thermostat Industry: Transformation from Analog to Digital

by Karim R. Lakhani, Kerry Herman and Christine Snively

Abstract

This note examines the evolution of the thermostat industry as it transitioned from analog to digital technologies. It presents an overview of key industry participants and the shift in value creation and value capture models for firms.

Keywords: digital; digital convergence; business models; digital transformation; digital transition; technology change; technology strategy; Technology; United States;

Language: English

Format: Print

13 pages

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Citation:

Lakhani, Karim R., Kerry Herman, and Christine Snively. "The Thermostat Industry: Transformation from Analog to Digital." Harvard Business School Technical Note 615-038, December 2014.

About the Author

Karim R. Lakhani

Charles Edward Wilson Professor of Business Administration

Technology and Operations Management

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Case | HBS Case Collection | April 2017 (Revised January 2020)

Korea Telecom: Building a GiGAtopia (A)

Shane Greenstein, Feng Zhu and Kerry Herman

Korea Telecom (KT) has committed $4 billion in investments and R&D to build a GiGAtopia, essentially ushering in the next generation of mobile (5G) and wired infrastructure. CEO Dr. Chang-Gyu Hwang, and his team are considering which areas to prioritize in terms of new products and services in development. The top five sectors identified by KT’s team include the Internet of Things (including connected cars and smart city/homes), media, health, energy, and security and surveillance, which might provide some quick wins both in terms of revenues and market lead. Should KT develop solutions that could be exported to other countries? Should KT go all in across all five sectors, or select one or two to prioritize?

Keywords: Mobile Technology; Technological Innovation; Infrastructure; Growth and Development Strategy; Competitive Strategy; Decision Choices and Conditions; Telecommunications Industry;

Citation:
Greenstein, Shane, Feng Zhu, and Kerry Herman. "Korea Telecom: Building a GiGAtopia (A)." Harvard Business School Case 617-014, April 2017. (Revised January 2020.) View Details

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Teaching Note | HBS Case Collection | January 2020

Korea Telecom: Building a GiGAtopia (A) and (B)

Shane Greenstein, Feng Zhu, Kerry Herman and Susie Ma

Teaching Note for HBS Nos. 617-014 and 620-060.

Citation:
Greenstein, Shane, Feng Zhu, Kerry Herman, and Susie Ma. "Korea Telecom: Building a GiGAtopia (A) and (B)." Harvard Business School Teaching Note 620-092, January 2020. View Details

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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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The Thermostat Industry: Transformation from Analog to Digital

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