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• Case | HBS Case Collection | February 2017 (Revised August 2018)

  Digitalization at Siemens

  David J. Collis and Tonia Junker

  The case discusses the digitalization strategy of Siemens AG, a German-based company operating in manufacturing and electronics. The increasing impact of digital technologies on all of its business units had prompted CEO Joe Kaeser and his team to put digitalization at the core of the new corporate strategy, alongside electrification and automation. The challenge was to balance this corporate initiative with the many business units within Siemens, which were used to being independent and had very specific offerings for their clients. For its new analytics platform, Siemens had opted for a push and pull approach to involve business units in its creation, rather than conceptualizing the platform centrally and imposing it on the business units afterwards. The jury was still out on whether this approach would drive digitalization within Siemens fast enough, given the exponential developments in data generation and analytics.

  Keywords: Company management; corporate strategy; competition; information technology; technology networks; Corporate Strategy; Competition; Information Technology; Technology Networks; Manufacturing Industry; Electronics Industry;

  Citation:

  Collis, David J., and Tonia Junker. "Digitalization at Siemens." Harvard Business School Case 717-428, February 2017. (Revised August 2018.)  View Details

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

  KT Corporation in the New Energy Market

  Forest L. Reinhardt and Dawn H. Lau

  Keywords: South Korea; Korea Telecom; energy markets; energy; Chang-Gyu Hwang; KT; Energy; Energy Industry; Telecommunications Industry; South Korea; Korean Peninsula;

  Citation:

  Reinhardt, Forest L., and Dawn H. Lau. "KT Corporation in the New Energy Market." Harvard Business School Case 718-051, February 2018. (Revised August 2018.)  View Details

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• Case | HBS Case Collection | December 2017 (Revised June 2018)

  OCP Group

  Kristin Fabbe, Forest Reinhardt, Natalie Kindred and Alpana Thapar

  This case explores the strategy of OCP Group, the 95% state-owned Moroccan firm charged with managing the North African country’s vast reserves of phosphate. Phosphate was one of the most vital macronutrients for plant health, along with nitrogen and potassium, and Morocco had about 75% of known worldwide reserves. In 2017, under the leadership of Dr. Mostafa Terrab, OCP was halfway through a $20 billion industrial transformation program aimed at increasing its industrial capacity, improving cost efficiencies, and boosting long-term competitiveness. The program involved moving OCP beyond mining and exporting raw phosphate rock—its traditional focus, which it performed at a relatively low cost—towards greater production of phosphoric acid and finished fertilizer products. In the next phase of the program, OCP planned to ramp up its focus on fertilizer production, especially for markets in Africa, where fertilizer was historically underutilized. Terrab and his team saw an opportunity to nurture and meet fertilizer demand by creating products tailored to the needs of African farmers. This case provides background on Morocco, the fertilizer industry, and OCP Group’s past, current, and envisioned strategy and operations. With this context, students are invited to consider how aggressively OCP Group should pursue downstream integration (and specifically its Africa strategy), as well as how OCP can best leverage its competitive advantages and utilize Morocco’s phosphate reserves to its—and Morocco’s—benefit.

  Keywords: OCP; OCP Group; Casablanca; chemicals; Chemicals; Operations; Transformation; Competitive Strategy; Competitive Advantage; Chemical Industry; Morocco;

  Citation:

  Fabbe, Kristin, Forest Reinhardt, Natalie Kindred, and Alpana Thapar. "OCP Group." Harvard Business School Case 718-002, December 2017. (Revised June 2018.)  View Details

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