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• Teaching Note | HBS Case Collection | May 2020

  Bayer Crop Science

  David E. Bell, Michael Norris and Mel Martin

  Keywords: Plant-Based Agribusiness; Research and Development; Mergers and Acquisitions; Consolidation; Innovation and Invention; Strategy; Agriculture and Agribusiness Industry; Technology Industry; United States; Germany;

  Citation:

  Bell, David E., Michael Norris, and Mel Martin. "Bayer Crop Science." Harvard Business School Teaching Note 520-067, May 2020.  View Details

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• Case | HBS Case Collection | April 2020

  Middlebury College: Energy2028

  Brian Trelstad, Michael Norris and John McKinley

  Keywords: energy; divestment; higher education;

  Citation:

  Trelstad, Brian, Michael Norris, and John McKinley. "Middlebury College: Energy2028." Harvard Business School Case 320-029, April 2020.  View Details

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• Case | HBS Case Collection | June 2019 (Revised February 2020)

  Eric Hawkins Leading Agile Teams @ Digitally-Born AppFolio (A)

  Tsedal Neeley, Paul Leonardi and Michael Norris

  Eric Hawkins, director of engineering at AppFolio—a digital technology firm that offered cloud-based business software to small and medium sized companies—was shocked by an unusual request from his senior leadership team. Could Hawkins and one of his agile teams build a check scanner feature inside their management software? AppFolio’s founders had instructed to never build a check scanner; providing technologies to help businesses move into the digital era was a primary company goal. A scanner for paper checks would contradict the hard-won culture of software innovation and project self-selection that AppFolio and Hawkins’ teams lived by. Hawkins also worried that creating a new team to work on the check scanning project would cause workload and morale issues. But the sales team believed that this technology could close deals with larger, more complex property management companies, some with managers who wanted the check scanner feature. Several large-scale deals were on the line. Hawkins quickly assembled an agile market validation team and considered two options: hold fast to the company’s values and refuse to build the check scanner feature or capitulate and build a basic check scanner with minimum functionality. Engineers would likely consider this a “loser” project, yet sales might get a boost that could open a new revenue stream. Hawkins had to make his decision quickly.

  Keywords: digital transformation; values; Agile; vision; corporate culture; Leadership; Values and Beliefs; Organizational Culture; Decision Choices and Conditions; Technology Industry; United States; California;

  Citation:

  Neeley, Tsedal, Paul Leonardi, and Michael Norris. "Eric Hawkins Leading Agile Teams @ Digitally-Born AppFolio (A)." Harvard Business School Case 419-066, June 2019. (Revised February 2020.)  View Details

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