More from the Author

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

  TraceTogether

  Mitchell B. Weiss and Sarah Mehta

  By April 7, 2020, over 1.4 million people worldwide had contracted the novel coronavirus (COVID-19). Governments raced to curb the spread of COVID-19 by scaling up testing, quarantining those infected, and tracing their possible contacts. It had taken Singapore’s Government Technology Agency (GovTech) and Ministry of Health (MOH) all of eight weeks to develop the world’s first nationwide deployment of a Bluetooth-based contact tracing system, TraceTogether, and deploy it in an attempt to slow the spread of COVID-19. From late January to mid-March 2020, GovTech’s Jason Bay and his team raced to create a technology that would supplement the work of Singapore’s human contact tracers. Days after its launch, Singapore’s foreign minister announced plans to open source the technology. Now, in early April, TraceTogether was a beta for the world. Whether the system would really help in Singapore, and whether other countries should adopt it was still a wide-open question

  Keywords: Government Administration; Crisis Management; Health; Health Pandemics; Innovation and Invention; Innovation Leadership; Innovation Strategy; Technological Innovation; Social Issues; Technology; Mobile Technology; Software; Technology Adoption; Health Industry; Public Administration Industry; Singapore;

  Citation:

  Weiss, Mitchell B., and Sarah Mehta. "TraceTogether." Harvard Business School Case 820-111, June 2020. (Revised July 2020.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | January 2014 (Revised June 2020)

  The Rise and Fall of Nokia

  Juan Alcacer, Tarun Khanna and Christine Snively

  In 2013, Nokia sold its Device and Services business to Microsoft for €5.4 billion. For decades Nokia had led the telecommunications (telecom) industry in handsets and networking. By the late 2000s, however, Nokia's position as market leader in mobile devices was threatened by competition from new lower-cost Asian manufacturers. Apple's 2007 release of its iPhone established an entire new category—the smartphone—immediately popular with users. What were Nokia's missteps over the years? What should Nokia have done differently?

  Keywords: Mobile phones; smartphone; telecommunications; wireless technology; emerging market; Technological Innovation; Competition; Emerging Markets; Mobile Technology; Wireless Technology; Telecommunications Industry; Asia;

  Citation:

  Alcacer, Juan, Tarun Khanna, and Christine Snively. "The Rise and Fall of Nokia." Harvard Business School Case 714-428, January 2014. (Revised June 2020.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | January 2017 (Revised March 2020)

  Fitbit

  Regina E. Herzlinger, Christine Snively and Sarah Mehta

  In 2016, Fitbit remained the world’s leading producer of activity trackers—an increasingly crowded space—with over 21 million units sold that year. Fitbit’s suite of products allowed users to track the number of steps taken, calories burned, and heart rate activity. Fitbit devices were marketed to individual consumers as well as corporate wellness programs and employers. Though Fitbit was primarily focused on wellness, should management consider evolving into a chronic disease management company?

  Keywords: Health Care and Treatment; Hardware; Technology; Health Testing and Trials; Health Industry;

  Citation:

  Herzlinger, Regina E., Christine Snively, and Sarah Mehta. "Fitbit." Harvard Business School Case 317-007, January 2017. (Revised March 2020.)  View Details

  CiteView DetailsEducators

  Related