The Drone Racing League: Building the Sport of the Future

Robert F. Higgins; James  Barnett

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Teaching Note | HBS Case Collection | June 2019

The Drone Racing League: Building the Sport of the Future

by Robert F. Higgins and James Barnett

Abstract

Drone Racing League (DRL) sees itself as the world’s preeminent professional drone racing league. The company is in its third season of racing and is focused on future seasons and the negotiation of a new media agreement. How should the company proceed? Teaching Note for HBS No. 819-015.

Keywords: drones; Racing; Sports; Entrepreneurship; Media; Strategic Planning;

Language: English

Format: Print

9 pages

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Citation:

Higgins, Robert F., and James Barnett. "The Drone Racing League: Building the Sport of the Future." Harvard Business School Teaching Note 819-169, June 2019.

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Teaching Plan | HBS Case Collection | September 2019

Financial Inclusion at Omidyar Network

Vikram S. Gandhi and James Barnett

Citation:
Gandhi, Vikram S., and James Barnett. "Financial Inclusion at Omidyar Network." Harvard Business School Teaching Plan 320-018, September 2019. View Details

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Teaching Note | HBS Case Collection | June 2019

Formula E Championship Racing (A) and (B)

Robert F. Higgins and James Weber

Teaching Note for HBS No. 819-011 and 819-012.

Citation:
Higgins, Robert F., and James Weber. "Formula E Championship Racing (A) and (B)." Harvard Business School Teaching Note 819-101, June 2019. View Details

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Case | HBS Case Collection | April 2019 (Revised June 2019)

From Globalization to Dual Digital Transformation: CEO Thierry Breton Leading Atos Into 'Digital Shockwaves' (A)

Tsedal Neeley, JT Keller and James Barnett

Thierry Breton, chairman and CEO of IT company Atos, faced a pivotal juncture. After spending eight intense years scaling the company globally to over 100,000 employees in 70 countries, he was ready to take the next crucial step. Breton was convinced that rapid digital shockwaves would cause transformative disruption and become key to competitiveness for companies, including his own. To take the digital leap, Breton needed Atos to undergo dual digital transformation—defined as redesigning the underlying processes and competencies of an organization to become more adaptive using digital technology, from artificial intelligence and machine learning to the Internet of Things, while simultaneously guiding customers through the same changes. Breton had also struck a high-profile partnership with Google to deliver cloud design and artificial intelligence to customers. But now that the deal had been announced, Atos had to deliver. The firm's top leadership was split on how to equip Atos' large workforce for its digital transformation. In one view, Atos needed to motivate the majority of its employees to voluntarily complete digital certification programs. In another view, on-the-job learning was the best way to train both technical and non-technical employees in the digital skills relevant to their respective roles. Breton had to determine which approach would be the fastest and most effective way of upskilling his workforce to meet the demands of dual digital transformation.

Keywords: dual digital transformation; Transformation; Disruption; Employees; Competency and Skills; Training; Decision Making;

Citation:
Neeley, Tsedal, JT Keller, and James Barnett. "From Globalization to Dual Digital Transformation: CEO Thierry Breton Leading Atos Into 'Digital Shockwaves' (A)." Harvard Business School Case 419-027, April 2019. (Revised June 2019.) View Details

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The Drone Racing League: Building the Sport of the Future

Abstract

Citation:

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