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- November 2022
- Case
Ajax Health: A New Model for Medical Technology Innovation
By: Regina E. Herzlinger and Ben Creo
This case teaches key success factors for both startups and established medtech firms. It examines how to structure a firm to maximize financial returns. Medtech entrepreneur Duke Rohlen is proposing a new model for innovation and business growth. From 2007 to 2019,...
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- February 8, 2022
- Article
Time-Driven Activity-Based Cost Comparison of Treating Five Acute, Low-Severity Conditions
By: Alan Yang, Andy Hung-Yi Lee, Joseph W. Kopp, Katherine D. Rose, Adam M. Licurse, Philip D. Anderson and Robert S. Kaplan
In 2017, patients made 145 million visits to emergency departments (EDs), generating $76.3 billion in charges. About a third of ED visits, however, were for conditions that were treatable in lower-resourced settings. We used time-driven activity-based costing (TDABC)...
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- March 2021 (Revised January 2022)
- Case
Philips: Redefining Telehealth
By: Regina E. Herzlinger, Alec Petersen, Natalie Kindred and Sara M. McKinley
As one of the world’s largest healthcare companies, Philips sought to reach beyond the walls of the hospital and expand its hospital-to-home program to gain future competitive advantage through technology solutions combining predictive analytics with care delivery. By...
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Keywords:
Health Care;
Philips;
Visicu;
Telemedicine;
eICU;
Accountable Care Organization;
ACO;
Bundled Payment;
Hospital To Home;
Patient Monitoring Devices;
Home Health Care;
Health Care and Treatment;
Communication Technology;
Quality;
Safety;
Performance Productivity;
Performance Capacity;
Performance Efficiency;
Consumer Behavior;
Emerging Markets;
Health Industry;
Telecommunications Industry;
Netherlands
- October 2019
- Article
Adaptive Platform Trials: Definition, Design, Conduct and Reporting Considerations
By: Derek C. Angus, Brian M. Alexander, Scott Berry, Meredith Buxton, Roger Lewis, Melissa Paoloni, Steven A. R. Webb, Steven Arnold, Anna Barker, Donald A. Berry, Marc J. M. Bonten, Mary Brophy, Christopher Butler, Timothy F. Cloughesy, Lennie P. G. Derde, Laura J. Esserman, Ryan Ferguson, Louis Fiore, Sarah C. Gaffey, J. Michael Gaziano, Kathy Giusti, Herman Goossens, Stephane Heritier, Bradley Hyman, Michael Krams, Kay Larholt, Lisa M. LaVange, Philip Lavori, Andrew W. Lo, Alexander J. London, Victoria Manax, Colin McArthur, Genevieve O’Neill, Giovanni Parmigiani, Jane Perlmutter, Elizabeth A. Petzold, Craig Ritchie, Kathryn M. Rowan, Christopher W. Seymour, Nathan I. Shapiro, Diane M. Simeone, Bradley Smith, Bradley Spellberg, Ariel Dora Stern, Lorenzo Trippa, Mark Trusheim, Kert Viele, Patrick Y. Wen and Janet Woodcock
Researchers, clinicians, policymakers, and patients are increasingly interested in questions about therapeutic interventions that are difficult or costly to answer with traditional, free-standing, parallel-group randomized controlled trials (RCTs). Examples include...
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- March 2019 (Revised May 2019)
- Case
Philips Lighting: Light-as-a-Service
By: Mark R. Kramer, Thijs Geradts and Bhanuteja Nadella
As LEDs with a 25-year lifespan replace incandescent lightbulbs, Philips Lighting faced major disruption and began to explore a new shared value business model of selling light as a service. Although it offers better profit margins and a reduced environmental...
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- November 2017 (Revised July 2018)
- Case
Royal Philips: Designing Toward Profound Change
By: Srikant M. Datar, Rajiv Lal and Caitlin N. Bowler
This case explores Royal Philips CEO Frans van Houten's bold use of design research to inform a critical strategic decision: Should Philips leave its storied lighting business behind in favor of complete focus on health technology and consumer lifestyle products?...
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- July 2017 (Revised April 2018)
- Case
Keurig: Hostile Takeover (A)
By: Paul W. Marshall, John H. Lynch, David J. Donahue and Philip B. Rich
- July 2017 (Revised April 2018)
- Supplement
Keurig: Hostile Takeover (B)
By: Paul W. Marshall, John H. Lynch, David J. Donahue and Philip B. Rich
- September 2016 (Revised November 2017)
- Case
Casper Sleep Inc.: Marketing the 'One Perfect Mattress for Everyone'
By: Robert J. Dolan
“A Warby Parker of mattresses? Somebody is going to do it. Why not us?”
This was the topic of a conversation begun in spring 2013 among Gabe Flateman, Philip Krim, Neil Parikh, and T. Luke Sherwin. The four met as members of a New York City venture accelerator...
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Keywords:
Mattress;
Sleep;
Marketing;
Business Model;
Marketing Channels;
Adoption;
Sales;
Consumer Products Industry
- Article
The Effect of Background Music in Shark Documentaries on Viewers' Perceptions of Sharks
By: Andy Nosal, Elizabeth A. Keenan, Philip A. Hastings and Ayelet Gneezy
Despite the ongoing need for shark conservation and management, prevailing negative sentiments marginalize these animals and legitimize permissive exploitation. These negative attitudes arise from an instinctive yet exaggerated fear, which is validated and reinforced...
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- June 2015 (Revised May 2017)
- Teaching Note
Philips Healthcare: Marketing the HealthSuite Digital Platform
By: John A. Quelch
- May 2015 (Revised September 2015)
- Case
Philips Healthcare: Marketing the HealthSuite Digital Platform
By: John A. Quelch and Margaret L. Rodriguez
In June 2014, leading healthcare and consumer technology company, Royal Philips ("Philips"), announced its HealthSuite Digital Platform to house healthcare data and enable applications used by physicians and patients. Philips had strong equity in the healthcare...
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- 2015
- Article
What's so Institutional about Leadership?: Leadership Mechanisms of Value Infusion
By: Ryan Raffaelli and Mary Ann Glynn
Leaders are important social actors in organizations, centrally involved in establishing and maintaining institutional values, a view that was articulated by Philip Selznick (1957) nearly a half-century ago, but often overlooked in institutionalists' accounts. Our...
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- March 2015 (Revised December 2016)
- Case
Philips Healthcare Latin America
By: Sunil Gupta
On a beautiful sunny afternoon in October 2013, Daniel Mazon (GMP 15), decided to take some time out of his busy schedule of the General Management Program (GMP) at the Harvard Business School to reflect on his company's situation. Mazon was the Vice President and...
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- July 2014
- Article
Making Boston Stronger
By: Dutch Leonard, Arnold M. Howitt, Christine M. Cole and Philip B. Heymann
In the wake of the Boston Marathon bombing in 2013, a team from Harvard University carried out extensive interviews with participants to identify strengths and weaknesses in the incident response to the terror attack. This abridged version of their final report focuses...
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- June 2014 (Revised November 2015)
- Case
Via Verde
By: Arthur I Segel, Nicolas P. Retsinas, Philip Berkman, Sean Liu, Jared Katseff and Shawn Tuli
Developers Jonathan Rose and Adam Weinstein were trying to determine which of three proposals to submit to the city of New York in response to a RFP to create an affordable housing project in the South Bronx. The site, referred to as Via Verde, was a 1.5-acre...
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- January 2014 (Revised November 2014)
- Case
Lending Club: Time to Join?
By: David Scharfstein, Adi Sunderam, John Ference and Philip Roane
Keywords:
North and Central America
- November 2013 (Revised June 2014)
- Case
E-Cigarettes: Marketing Versus Public Health
By: John A. Quelch and Margaret L. Rodriguez
Electronic cigarettes (e-cigarettes) were heralded by some as a healthcare game changer, enabling smokers to switch to a new product which carried lower risk of cancer. However, there were concerns about the public health risk of e-cigarettes, particularly the chance...
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- June 2013
- Teaching Plan
Fairstar Heavy Transport
By: Guhan Subramanian and Charlotte Krontiris
This case traces the efforts of Fairstar Heavy Transport, a heavy marine transportation company, to secure a contract associated with the development of the Greater Gorgon gas fields off the coast of Australia. It examines Fairstar's approach to a highly regimented...
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- June 2013 (Revised September 2016)
- Case
Governance and Sustainability at Nike (A)
By: Lynn S. Paine, Nien-he Hsieh and Lara Adamsons
Two members of Nike's executive team must decide what sustainability targets to propose to Nike's CEO and to the corporate responsibility committee of Nike's board of directors. Set in 2012, the case traces the evolution of Nike's approach to environmental and social...
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Keywords:
Nike;
Hannah Jones;
Mark Parker;
Phil Knight;
Philip Knight;
Eric Sprunk;
Jill Ker Conway;
Phyllis Wise;
Don Blair;
Sustainable Business And Innovation;
SB＆I;
Flyknit;
DyeCoo;
Footwear;
Athletic Footwear;
Apparel;
Athletic Apparel;
Sustainability;
Greenpeace;
Detox Campaign;
Dirty Laundry;
Water;
Water Use;
Water Pollution;
Water Resources;
Corporate Responsibility Committee;
Judgment;
Board Of Directors;
Board Committees;
Environmental And Social Sustainability;
Footwear Industry;
Decision Choices and Conditions;
Decisions;
Ethics;
Fairness;
Globalized Firms and Management;
Multinational Firms and Management;
Globalized Markets and Industries;
Governance;
Corporate Accountability;
Corporate Governance;
Innovation and Invention;
Innovation and Management;
Innovation Leadership;
Innovation Strategy;
Goals and Objectives;
Management Practices and Processes;
Corporate Social Responsibility and Impact;
Performance;
Alignment;
Supply Chain;
Organizational Change and Adaptation;
Judgments;
Apparel and Accessories Industry;
Asia;
China;
United States;
Oregon;
Portland