In the wake of the meltdown among US auto manufacturers in 2009, Jay Rogers - CEO of Local Motors - has a new approach for the automotive industry: Decide which models are produced through online design competitions, and then allow customers to "build their own cars" from the winning designs. The case focuses on two key issues: Can Local Motors build a thriving online design community at a reasonable cost? And can customers be convinced to add their own sweat and labor to the manufacturing process? The case is written from the perspective of a start-up company seeking funding while trying to implement a novel business concept.

After its spin-off from one of the world's largest ultrasound makers, Sonosite attempts to popularize a new kind of handheld ultrasound units. Sonosite needs to decide if it should focus on new markets that will value the portability and ease of use of its products, or if it should evolve its offerings so that they appeal to radiologists and cardiologists, the largest purchasers of ultrasound systems.

Introduces a "new-economy" company, Madison Avenue, facing challenges of mega-success. In the two years since its founding, the company's revenues have grown from zero to nearly $30 million, head count has swollen from the start-up handful to more than 200, and the client base has gone from one to dozens. In the company's short life, Madison Avenue's managers have already tried four organizational forms to more efficiently and reliably meet the needs of its customers. Despite the intense, ongoing efforts to find an appropriate organizational form, employees struggle to keep pace with ever-increasing demands. Ted Samson, an implementation engineer at Madison Avenue and a reservist in the Marine Corps, expresses a collective frustration in an e-mail to his boss. The case contains a history of Madison Avenue, starting with its serendipitous creation as an outgrowth of a family business's efforts to advertise on the Web and the collateral development of an expertise in Web advertising and the evolution of the company's business model. Gives a detailed explanation of the internal processes by which Madison Avenue creates, implements, and optimizes online advertising campaigns for its clients. The case asks students to analyze how Madison Avenue currently does its work and then to design a "target condition"--based upon analysis of the company's "current condition"--of how Madison Avenue's internal processes might be redesigned in order to produce higher quality ad campaigns, at less cost, with shorter lead-times, and with greater flexibility in responding to customer needs.

Presents a theory about the tools a manager can use to get people to agree on a coordinated course of action and effect change in his or her organization. The extent to which people in the organization agree on the way the world works, and agree on what they want, determines which tools will be most effective.

Strategy definition is not a short, discrete process. Rather, outside influences (market, political, technological, etc.) and the company's own resource allocation process continually reshape an organization's strategy.

Entrepreneur Doug Levine runs a fitness company with an incredibly powerful brand. His company leverages the brand to expand, both in terms of facilities and lines of business. But he may need to make significant organizational changes in order to continue the growth.

Nick Lazaris becomes Keurig's third CEO in three years, after one founder was fired and the other decided to leave the company. He inherits a company that has made several abortive attempts to launch its new coffee brewing system. Now, problems with crucial suppliers threaten the next proposed launch plan.

Egghead Software, an entrenched traditional chain retailer specializing in computer software and peripherals, had established a nationwide chain of mall and shopping center stores and a well-organized national brand. In early 1998, management made a highly unusual, and perhaps unprecedented, decision: the company closed down all its stores in North America and moved its retail operations exclusively to the Web. This rejection of marketplace in favor of marketspace illustrated the differences in managing retail operations for "information products," such as software, and "physical products," such as home furnishings or tools. The fact that software could be examined, sampled, purchased, and even distributed on-line indicated to Egghead management the high costs in PPE and labor represented by physical retailing were no longer justified by the category. The brand promise of Egghead could be realized as effectively at lower cost of operations on the Web, and the Web could begin to provide new sources of consumer value as the Egghead site harnessed the unique attributes and advantages of the digital environment.