The Boston Cranberry Company

Alan   MacCormack

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Case | HBS Case Collection | July 2018

The Boston Cranberry Company

by Alan MacCormack

Abstract

This case describes the operations of a fictitious company that processes Cranberries. The case contains data that allows students to calculate the bottleneck stage in production, and to evaluate alternative investment options for increasing Cranberry processing capacity.

Keywords: process analysis; operations; production; Plant Management; Production; Operations; Performance Capacity; Performance Improvement; Analysis; Food and Beverage Industry; New England;

Language: English

Format: Print

3 pages

Educators

Citation:

MacCormack, Alan. "The Boston Cranberry Company." Harvard Business School Case 619-009, July 2018.

About the Author

Alan D. MacCormack

MBA Class of 1949 Adjunct Professor of Business Administration

Technology and Operations Management

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Supplement | HBS Case Collection | October 2018

Innovation at Uber: The Launch of Express POOL

Chiara Farronato, Alan MacCormack and Sarah Mehta

Citation:
Farronato, Chiara, Alan MacCormack, and Sarah Mehta. "Innovation at Uber: The Launch of Express POOL." Harvard Business School Spreadsheet Supplement 619-702, October 2018. View Details

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Course Overview Note | July 2014 (Revised August 2018)

FIELD Foundations

Anthony J. Mayo, Alan MacCormack, Teresa Amabile and Michael Norton

Citation:
Mayo, Anthony J., Alan MacCormack, Teresa Amabile, and Michael Norton. "FIELD Foundations." Harvard Business School Course Overview Note 415-011, July 2014. (Revised August 2018.) View Details

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Other Article | Academy of Management Annual Meeting Proceedings | 2017

Designing an Agile Software Portfolio Architecture: The Impact of Coupling on Performance

Alan MacCormack and Robert Lagerstrom

The modern industrial corporation encompasses a myriad of different software applications, each of which must work in concert to deliver functionality to end-users. However, the increasingly complex and dynamic nature of competition in today’s product-markets dictates that this software portfolio be continually evolved and adapted, in order to meet new business challenges. This ability – to rapidly update, improve, remove, replace, and reimagine the software applications that underpin a firm’s competitive position – is at the heart of what has been called IT agility. Unfortunately, little work has examined the antecedents of IT agility, with respect to the choices a firm makes when designing its “Software Portfolio Architecture.”
We address this gap in the literature by exploring the relationship between software portfolio architecture and IT agility at the level of the individual applications in the architecture. In particular, we draw from modular systems theory to develop and test a series of hypotheses about how different types of coupling impact three specific dimensions of agility: the ability to update, remove and replace software applications in the firm’s portfolio. We test our hypotheses with data from a financial services firm, encompassing over 1,000 software applications and 3,000 dependencies between them. We capture data at two points in time, allowing us to identify changes in the software portfolio, and hence to develop robust measures of IT agility.

Keywords: Software; Design; Organizational Change and Adaptation; Performance Effectiveness;

Citation:
MacCormack, Alan, and Robert Lagerstrom. "Designing an Agile Software Portfolio Architecture: The Impact of Coupling on Performance." Academy of Management Annual Meeting Proceedings (2017). (doi:10.5465/AMBPP.2017.297, ISSN 2151-6561.) View Details

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The Boston Cranberry Company

Abstract

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