In preparation for hosting the 2004 Olympics, the city of Athens, Greece embarked on an extensive renovation project, New Images for Athens, to beautify the city. In total, over 1,600 buildings received attention at a cost of over 4.5 million euros. The work was carried out through a partnership that involved local officials, architects, skilled trades people, the business community, and Greek citizens. Initial results were visually impressive; most of the projects lay along the routes to the Olympic venues in the city and tourists enjoyed the brightly colored buildings and small parks that were created. However, after the Olympics, Athens had to evaluate the long-term gains from the NIA program. What value had been created initially and how could that value be sustained for the permanent residents of the city. HKS Case Number 1821.0

In 2003, industrial manufacturer Eaton, the NGO Environmental Defense, and shipping giant Federal Express formed a partnership to develop a hybrid electric delivery truck. While Environmental Defense had experience setting up successful partnerships with corporations, this was the first time that a product with a significant high tech component would be launched in the commercial marketplace. Eaton fulfilled its goal of delivering a working prototype on time and FedEx began a small pilot program with the hybrid truck in 2004. Media coverage of the new truck was positive and the project won the Roy Family Award for Environmental Excellence at the Kennedy School of Government in May 2005. However, the path to full-scale commercialization of the vehicle was both costly and complex. HKS Case Number 1820.0

In the late 1990s, TiVo pioneered the digital video recorder (DVR), a new consumer electronics category. By 2005, the company was the clear leader in technology and installed base. It had also built extraordinary loyalty among its customers. However, TiVo lost a half billion dollars since its founding and was now facing new, fierce competition from satellite and cable providers. Explores the strategic challenges facing TiVo and the potential strategic options for fending off its competitive threats and reversing its financial fortunes.

PalmSource is facing stiff competition from handheld, wireless handheld, and smart phone vendors in 2005. In addition, changes in leadership and corporate structure have altered its relationship with its leading customer--PalmOne. Although Palm renews its license with PalmSource in May 2005, the company must capture new markets to thrive. PalmSource is pursuing a new technology strategy with Linux. Will fresh alliances and a new development environment lead to new growth for this PDA pioneer?

Explores the challenges of commercializing a bleeding-edge technology. After seven years, E Ink has spent more than $100 million to commercialize electronic ink. With business momentum picking up, but resources running out, the case examines the key trade-offs in bringing a new technology to market.

Apple has reaped the benefits of its innovative music player, the iPod. However, its PC and server business continue to hold small market share relative to the worldwide computer market over the past few years. Will the iPod lure new users to the Mac? Will Apple be able to produce another cutting-edge device quickly?

Wal-Mart has been expanding, both domestically and internationally. Covers recent developments at Wal-Mart, including new stores, new store formats, and international expansion.

All companies in a technology-intensive industry must worry about the development of their ecosystems and, in particular, the availability and cost of complementary assets. One strategy for promoting complements is to invest in them directly. Explores Intel's strategy to invest in complements through Intel Capital, perhaps the largest corporate venture capitalist in the world. Compares Intel's approach to the approaches of Panasonic, Microsoft, and Texas Instruments and asks how Intel should address its emerging areas of concern in the digital home. To examine and evaluate different strategies for investing in complementary assets.