學門類別
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Snapchat’s Dilemma: Growth or Financial Sustainability
- Did I Just Cross the Line and Harass a Colleague?
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
- TNT Assignment: Financial Ratio Code Cracker
- Winsol: An Opportunity For Solar Expansion
CIBC: Internalizing Open Innovation
內容大綱
In early 2017, the vice-president, Enterprise Innovation, at Canadian Imperial Bank of Commerce (CIBC), one of Canada’s leading banks, encountered roadblocks in partnering with a fintech firm as part of the bank’s open innovation strategy. The vice-president wondered how she could leverage the learnings from her experience with onboarding the fintech firm to better manage future open innovation projects at the bank. Streamlining the onboarding process was a priority, as was dealing with internal pushback. The vice-president thought about the role of the facilitator in this process, and whether she should pursue an enterprise innovation lab within the bank.
學習目標
This case can be used in undergraduate, graduate, and executive education programs. Through the case, students have an opportunity to step into the protagonist’s shoes and develop an action plan for managing open innovation in a large commercial bank. This will enable them to do the following:<ul><li>Understand the strategic underpinnings of open innovation.</li><li> Realize the relevance of open innovation for a large commercial bank.</li><li> Examine the managerial dilemmas in internalizing open innovation.</li><li> Develop a plan of action, based on interim learnings, for the head of Enterprise Innovation at CIBC.</li><ul>