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This note lays out in detail a technique, the learning launch, for generating increased revenues through conducting small experiments in the marketplace. A learning launch is a process for testing and improving (or abandoning) a new business idea quickly and inexpensively. Although the process involves selling a new product or service to a customer or group of customers, a learning launch is not a traditional new-product rollout. Instead, it is an experiment designed to generate insights and actual market feedback that can then be used to refine or entirely redefine the business idea and to determine whether it deserves a larger commitment of time, people, and other resources.

The "Strategic Conversations at Suncorp Commercial Insurance" case series examines the actions taken by the senior executives of the Australian-based Suncorp Commercial Insurance, working with strategy consultant 2nd Road, to build an aligned and committed workforce following a difficult merger with a rival insurer, Promina Group. The A case outlines both the process used, which features the widely participative "strategic conversation" developed by 2nd Road, as well as the outcomes achieved. The A case introduces the context of the merger, the integration challenges by CI's senior leader, Mark Milliner, and the emergence of the "thriving city" metaphor that becomes the basis of the approach. The B case examines the cascade process designed to roll the metaphor out to all employees. The C case shares the results of pre- and post-tests done to ascertain the extent to which participation in the process increased the understanding and commitment to the new strategy for those involved.

The "Strategic Conversations at Suncorp Commercial Insurance" case series examines the actions taken by the senior executives of the Australian-based Suncorp Commercial Insurance, working with strategy consultant 2nd Road, to build an aligned and committed workforce following a difficult merger with a rival insurer, Promina Group. The A case outlines both the process used, which features the widely participative "strategic conversation" developed by 2nd Road, as well as the outcomes achieved. The A case introduces the context of the merger, the integration challenges by CI's senior leader, Mark Milliner, and the emergence of the "thriving city" metaphor that becomes the basis of the approach. The B case examines the cascade process designed to roll the metaphor out to all employees. The C case shares the results of pre- and post-tests done to ascertain the extent to which participation in the process increased the understanding and commitment to the new strategy for those involved.

The "Strategic Conversations at Suncorp Commercial Insurance" case series examines the actions taken by the senior executives of the Australian-based Suncorp Commercial Insurance, working with strategy consultant 2nd Road, to build an aligned and committed workforce following a difficult merger with a rival insurer, Promina Group. The A case outlines both the process used, which features the widely participative "strategic conversation" developed by 2nd Road, as well as the outcomes achieved. The A case introduces the context of the merger, the integration challenges by CI's senior leader, Mark Milliner, and the emergence of the "thriving city" metaphor that becomes the basis of the approach. The B case, UV3914, examines the cascade process designed to roll the metaphor out to all employees. The C case, UV3915, shares the results of pre- and post-tests done to ascertain the extent to which participation in the process increased the understanding and commitment to the new strategy for those involved.

What is business model innovation? A business model is much more than a description of a particular product or service. In addition to describing the offering itself, it lays out the value proposition behind it (i.e., how it creates value for a defined set of customers). It also describes the capabilities and resources needed to execute that value proposition and how the organization will generate profits from doing so. The key stages of business model innovation are exploration, pattern-finding, concept development, prototyping, piloting, and scaling. This technical note examines each of the stages in more detail, with suggested techniques along the way. It includes worksheets for students on value chain analysis, concept development, and piloting. The note is meant to be used in conjunction with "Leading Organic Growth: Module Caselets" (UV1643), which also includes an instructor's teaching note that outlines a course module.

Like most managers, you probably have some ideas about how to grow your organization. You may even suspect that one or two of them could turn into something big. Unfortunately, you don't have the data to prove that your ideas will be needle-movers, and the 'numbers guys' insist on proof before any financial support can come your way. If this sounds familiar, you are caught in what the author calls 'growth gridlock' - a frustrating place where the corporate entrepreneur's optimism and need for speed collide with the organization's skepticism and need for control. However, she has found that there are people within organizations - whom she calls 'catalysts' - who manage to achieve sustainable growth despite the odds. The author describes their attributes and explains how their leadership initiates a near-chemical reaction that generates significant top-line results.

Dell clung to the top spot among PC makers in 2006, when it shipped just over 38 million computers-only about 20,000 more than rival Hewlett-Packard (HP), which acquired Compaq in 2001. HP also reported gains in the fast-growing laptop segment, mostly at the expense of Dell. After HP and Dell, the next three largest PC makers in 2006 were all based outside the United States: Lenovo of China (which purchased IBM's PC division in 2001), Acer of Taiwan, and Toshiba of Japan. Analysts observed that competitors had found ways to duplicate much of Dell's operations. See also the A and B cases (UV1011 and UV1012).

The B case examines the shifting dynamics as Intel and Microsoft assert their dominance over the box makers. By 2001, Compaq was toppled as the world's largest PC maker. Intel remained the world's largest processor maker and Microsoft remained a software giant. But a company founded in 1984 by a University of Texas student had taken its place as a powerhouse in the "Wintel" value chain. That company was Dell. See the A case (UV1011) and C case (UV1013).

The three cases in this series trace developments in the personal computer industry from its inception through 2006, making it possible to examine the issues of collaboration and competition as the value chain in the industry evolves. The A case looks at these tensions through the lens of the relationship between two for the industries' most successful firms-Compaq and Intel. As the A case describes, by the mid-1990s, Compaq was the world's largest PC manufacturer. Compaq's computers used Microsoft software and Intel processors. Compaq was Intel's largest customer and Intel was Compaq's largest supplier. Not surprisingly, then, it caused quite a stir when executives from Compaq and Intel entered into a heated public spat at a September 1994 European technology conference. See the B case (UV1012) and C case (UV1013).

Jennifer Parks, a newly appointed business development officer at PillarPoint Home Loans, is given a mandate to identify and develop a new-growth initiative for her company, a small mortgage division of one of the largest U.S. credit card issuers. The company has more than 60 million accounts worldwide and a reputation as a leader in direct marketing and online services. After studying the industry, Parks identifies what she believes is a high-potential growth opportunity: a home mortgage product aimed at high-net-worth customers of the parent company. As she gets ready to present her idea to PillarPoint's executives, what should she propose as the next steps for moving the initiative forward?

The B case continues the story of Stephen Oswald's leadership by examining the actions he took during his first three years at the corporation. See also the A case (UV1103).

The A case begins with the arrival of a new leader at a troubled firm. Faced with a myriad of issues about both the leadership and the strategy of the organization, Stephen Oswald must prioritize what to tackle and how. See also the B case (UV1105).

Business strategists tend to be well-versed in the identification and analysis of constraints, says the author, but what of possibilities? If the ability to see new possibilities is fundamental to creating innovative designs - whether of products, cities or business strategies - what do we know about state-of-the-art possibility thinking? Not much, she says. Business strategy has historically been a largely analytic endeavor, with relatively little attention paid to the creative aspects of strategy formulation. She describes eight ways to illuminate new possibilities taken from Engineering success stories. Engineers have long viewed design as a core activity, says the author, and managers would be wise to turn to them for creative inspiration.

This note reviews the purposes, methods, and uses of scenario planning for strategic decision making under uncertainty.

Cities, buildings, products, services, systems, and strategies all face the same need to combine expertise, insight, engagement, and adaptation. As a result, it is time to confront the tensions of design, say the authors, who then define three approaches to design: the formulaic approach, exemplified by planned-city Brasilia; the visionary approach, exemplified by IKEA; and the evolutionary approach, exemplified by Linux. Along the way they show that design is not just a metaphor for management, but the very essence of it.

The problems with traditional approaches to strategic planning have long been recognized: they attempt to make a 'science' of planning, with its subsequent loss of creativity; there is an excessive emphasis on data; the drive for administrative efficiency at the expense of substance; and the dominance of single techniques, inappropriately applied. Yet today's strategists continue to struggle to propose clear alternatives to traditional processes. Design offers a different approach and suggests processes that are more widely participative, dialog-based, issue-rather-than-calendar-driven, and conflict-using rather than conflict-avoiding, all aimed at invention and learning, rather than control. The author describes the elements of the 'design approach' and ten steps organizations can take if they want to take design seriously.

This technical note describes the process of hypothesis-driven thinking, using examples from strategy consulting, medicine, and architecture. Associated with the scientific method, hypothesis-driven thinking focuses on the creative generation of alternative hypotheses and on their subsequent validation or refutation through the use of data. Hypothesis generation asks the creative question, "What if ...?" Hypothesis testing follows with "If ..., then ..." and brings relevant data to bear on the analysis. Taken together, and repeated over time, this sequence allows us to pose ever-improving hypotheses without forfeiting the ability to explore new ideas.

Saying that networks are important is stating the obvious. But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking. Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better. In truth, networks create relational demands that sap people's time and energy and can bog down entire organizations. It's crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connections. In this article, the authors introduce three types of social networks, each of which delivers unique value. The customized response network excels at framing the ambiguous problems involved in innovation. Strategy consulting firms and new-product development groups rely on this format. By contrast, surgical teams and law firms rely mostly on the modular response network, which works best when components of the problem are known but the sequence of those components in the solution is unknown. And the routine response network is best suited for organizations like call centers, where the problems and solutions are fairly predictable but collaboration is still needed. Executives shouldn't simply hope that collaboration will spontaneously occur in the right places at the right times in their organizations. They need to develop a strategic, nuanced view of collaboration, and they must take steps to ensure that their companies support the types of social networks that best fit their goals. Drawing on examples from Novartis, the FAA, and Sallie Mae, the authors offer managers the tools they need to determine which network delivers the best results for their organizations and which strategic investments nurture the right degree of connectivity.

Carrier, a division of mulitbusiness United Technologies Corporation (UTC), is looking for ways to grow its business. Carrier is considering expansion into commercial refrigeration and is examining a proposed purchase of Tyler Corporation--a major player in the display-case market. The case provides detail on various segments of the heating and cooling markets and thus allows analysis of the attractiveness of these segments to Carrier. The case also provides detailed forecasts for students to use in valuing the target, Tyler. The mechanics of a basic valuation are straightforward. There are, however, several opportunities for a more refined analysis.

Piaggio, manufacturer of the Vespa motor scooter, must decide whether to outsource production of a new engine. The decision is surrounded by uncertainty about the achievable sales volume for the engine, particularly as competitors' new and less expensive products are gaining popularity. The A case (UV1607) provides an overview of the competitive style of each of the major manufacturers and affords a discussion of their core capabilities. The B case describes what happens in the market and to Piaggio after the company has built the engine.