Intenseye was a Turkey-based technology startup that deployed machine learning algorithms to workplace camera feeds in order to identify unsafe worker actions and unsafe working conditions, in order to help improve worker safety. The case describes how Intenseye’s technology solution was developed, how it works, and their target clients. The case highlights the tradeoffs associated with facial recognition and privacy, and the challenges measuring the value created by Intenseye and how the firm can capture more the value it was creating.
In March 2021, Amnon Shashua, co-founder and CEO of Israel-based Mobileye, was preparing to meet with Intel’s new CEO, Pat Gelsinger, to review plans for the future. Mobileye had been acquired by California-based Intel in 2017, but still operated independently. Mobileye was the global leader in vision technology for Advanced Driver Assistance Systems (ADAS) with a 70% market share and $1 billion in revenue. However, for Shashua, ADAS was just the first step towards his dream of leading the autonomous vehicle (AV) revolution. It was this vision that led Intel to acquire Mobileye for $15.3 billion. Shashua’s challenge was that consumer AVs were still years away due to concerns over safety, regulation, cost, and consumer acceptance. A nearer term use case for AVs was the robotaxi market—fully autonomous, driverless taxis. Shashua and his team were excited about the potential of robotaxis to change the future of mobility, projecting that the market would grow to $160 billion globally by 2030. Mobileye believed that it could generate at least $15 billion in annual robotaxi revenue by the end of the decade. Equally important, Shashua viewed robotaxis as a necessary first step toward consumer AVs. Mobileye could use its experience in robotaxis to improve AV technology, address regulatory challenges, and build high definition maps. The long-term question facing Mobileye was whether to: 1) invest billions of dollars to build-out a global, vertically integrated robotaxi business; 2) use robotaxis as an opportunity to learn and then revert back to a horizontal supplier of AV chips and software; and/or 3) do both? During most of Intel’s history, the company had been a horizontal semiconductor company which avoided vertically integrating into its customers’ businesses. Should Shashua make the case that it was time for a change—and Intel should run a full-stack vertical robotaxi company? Each strategic choice had different capital requirements, risk profiles, and margin opportunities. Shashua needed to decide which direction to recommend to Gelsinger.
Teaching Note for HBS Case Nos. 621-026, 621-027, and 621-062. As Migros, one of Turkey’s largest grocery chains, forays into online groceries, the company faces operational challenges related to inventory management, fulfillment and last mile delivery and strategics questions related to growing in an ecosystem with rapidly advancing competitors.
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