This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center. It also describes how the R and D center is organized to develop various types of product lines.
The case explores the origins of the Hong Kong-based remote working start-up FLYDESK. Part A centers on its founding and first fundraising round in 2019, when the tech accessories company Native Union seeks to invest in FLYDESK. First, it must obtain approval from Leitmotiv, the private equity firm that invested in Native Union. What are the benefits and risks for both FLYDESK and Native Union if they go ahead with Native Union's investment in FLYDESK? And are the potential synergies feasible enough for Leitmotiv to "green light" Native Union's investment in FLYDESK? Part B fast-forwards to 2020, when COVID-19 has hindered business operations and forced a large part of the workforce to work from home. After a successful first round of funding, FLYDESK faces a series of new challenges as many co-working spaces have had to limit capacity or shut down. The main one is to adapt its product strategy and incorporate new demands. Given its limited resources, what product offerings should it focus on? How to ensure that the product strategy is aligned with the business strategy? And can FLYDESK stay relevant and attractive to win another round of funding? The case captures various perspectives and factors that are key to the success of an early-stage start-up.
The case explores the origins of the Hong Kong-based remote working start-up FLYDESK. Part A centers on its founding and first fundraising round in 2019, when the tech accessories company Native Union seeks to invest in FLYDESK. First, it must obtain approval from Leitmotiv, the private equity firm that invested in Native Union. What are the benefits and risks for both FLYDESK and Native Union if they go ahead with Native Union's investment in FLYDESK? And are the potential synergies feasible enough for Leitmotiv to "green light" Native Union's investment in FLYDESK? Part B fast-forwards to 2020, when COVID-19 has hindered business operations and forced a large part of the workforce to work from home. After a successful first round of funding, FLYDESK faces a series of new challenges as many co-working spaces have had to limit capacity or shut down. The main one is to adapt its product strategy and incorporate new demands. Given its limited resources, what product offerings should it focus on? How to ensure that the product strategy is aligned with the business strategy? And can FLYDESK stay relevant and attractive to win another round of funding? The case captures various perspectives and factors that are key to the success of an early-stage start-up.
This mini case study focuses on one of the building blocks of a circular economy - design-for-circularity - either of an entire product or its components and materials. Rather than ending up as landfill, they are sent back to the production system to be re-made (into a copy of the original, for the same intended use). Students explore to what extent it makes sense to do so in different circumstances, using as an illustration a VHS tape to simulate a circularity transformation process through design.
The case explores the possible acquisition by McKinsey &Company of design company LUNAR in response to the new directions management consulting is taking. As of 2014, a new internal unit included 'McKinsey implementation' and 'digital labs', which explored new opportunities for the Firm and soon became major growth vectors for the consultancy. Targeting new capabilities and expertise, senior leadership asks the heads of the Product Development Practice (PDP) to "shoot big" if an opportunity arises. Design is one such capability, but how should they bring it on board: A partnership with an existing design company? An outright acquisition? Or by developing organically, hiring designers to work within the company? Ultimately, the acquisition option is chosen as a way to secure proven design talent, a brand, a portfolio, infrastructure and culture. A team within the PDP pitch a proposal to acquire a design company to the McKinsey advisory board, which gives the green light for a pilot test. McKinsey&Company asks LUNAR to host a workshop (for the redesign of a storage cabinet for laptop computers) and is more than impressed with the result. Discussions to acquire the design firm begin, but strategic, organizational and operational issues must be ironed out first. Students are required to assess whether the acquisition option will succeed, whether there is a better route (with respective advantages and disadvantages), and what organizational levers can be used to optimize LUNAR's integration.
Joyful Frog Digital incubator (JFDI) was the first seed accelerator to focus on Southeast Asia (SEA) and is a key resource for new start-ups in Singapore. It focuses on providing coaching, structure and a network to early-stage start-ups, and creating an open and welcoming ecosystem for digital innovation. By the time of writing, JFDI had facilitated multiple "classes" of start-ups in its 100-day accelerator programme. Now it is at a critical moment of expansion, with the evolution of the programme to accommodate three classes per year instead of two, and the introduction of a pre-boarding programme to facilitate the selection process.
The case tells the story behind "My INSEAD Story" - a unique book for children based on the INSEAD MBA experience of their parents. Sian Bentson and Ankur Grover came up with the idea as part of their final assignment for the "SPSD: Creative Thinking" course. It subsequently became the basis of a commercial product and, ultimately, a company, StoryPie (storypie.co) - which creates storybooks from the personal experiences of parents. Ankur Grover shares the behind-the-scenes journey, describing the rollercoaster ride from concept development to product launch. The case explains how innovation projects (even for simple products) are carried out - from gathering user insights to ideation, prototyping, and testing - and the sources of uncertainty that a project leader has to manage during the innovation journey. There are two versions of the case. Part 1 describes the product conceptualization as part of a 10-day course assignment. The complete version covers the journey over the two months that followed the course to develop it into a commercial product.
The case tells the story behind "My INSEAD Story" - a unique book for children based on the INSEAD MBA experience of their parents. Sian Bentson and Ankur Grover came up with the idea as part of their final assignment for the "SPSD: Creative Thinking" course. It subsequently became the basis of a commercial product and, ultimately, a company, StoryPie (storypie.co) - which creates storybooks from the personal experiences of parents. Ankur Grover shares the behind-the-scenes journey, describing the rollercoaster ride from concept development to product launch. The case explains how innovation projects (even for simple products) are carried out - from gathering user insights to ideation, prototyping, and testing - and the sources of uncertainty that a project leader has to manage during the innovation journey. There are two versions of the case. Part 1 describes the product conceptualization as part of a 10-day course assignment. The complete version covers the journey over the two months that followed the course to develop it into a commercial product.
On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism. However, within the first week they welcomed 7,700 visitors, with sales of almost $600,000 - testimony to its undoubtable success - and went on to roll out another 24 stores. Fifteen years on, there are over 450 Apple stores globally, with higher sales per square foot - $5009 - than any other retail location in the United States. Even today, people still wonder what made them so successful and how it can be replicated. Having successfully designed a brand-defining experience for Apple retail that created immense value, Eight Inc. had to decide how this level of success could be replicated for other potential clients. The case describes the relationship between Apple and Eight Inc., who were initially hired by Apple co-founder Steve Jobs to work on first the MacWorld tradeshows. It traces the steps in the process, from establishing the case to each minute detail in the design process. The case describes how the team built not just a store but a breakthrough branded customer experience.
The Ministry of Manpower in Singapore is designing a new employment pass processing centre. Working with a lean-thinking approach and using previous centers as a template, the project team proceeds to plan an updated version with faster processing times and improved interiors. Unexpectedly, plans grind to a halt as the civil servant in their line of reporting raises some crucial queries that call into question the very basis of the new centre's lean and optimal design. Time is of the essence and the project head is now faced with two very tough options: proceed with minor incremental changes that may not meet expectations, or go for a complete redraft which requires time and capabilities that the team may not possess. Which will be his choice? The case stops here to allow a class discussion to evaluate the two options on how to proceed. This provides an ideal setting to discuss how to manage a new-to-the-firm design-thinking project.
This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center. It also describes how the R and D center is organized to develop various types of product lines. "
This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center. It also describes how the R and D center is organized to develop various types of product lines.
This case describes how IDEO adapt its famed innovation process (developed to design new products) to the particularities of services and their design. The case series describes four service design projects to show how IDEO has developed and codified a series of design methods, which constitute a toolbox from which teams can pick and choose depending on the innovation project.
This case describes how IDEO adapt its famed innovation process (developed to design new products) to the particularities of services and their design. The case series describes four service design projects to show how IDEO has developed and codified a series of design methods, which constitute a toolbox from which teams can pick and choose depending on the innovation project.