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Based on a combination of exploratory field research and executive experience, proposes that defining the "Minimum Winning Game" (MWG) is a difficult yet critical responsibility of top management. It is essential to keep a high-technology venture focused and to enable managers to learn from their ongoing efforts in the face of rapidly evolving technological and market uncertainties. Achieving the MWG requires the intelligent balancing of three "key drivers of strategic action": technology, product, and strategy development. Finally, instilling the discipline necessary to define the MWG and balance the drivers of strategic action is facilitated by the use of a strategy-making process informed by key data gathering and analysis tools such as the Market Requirement Document and the Product Requirement Document.

In the spring of 1999, Matrix Semiconductor was a young start-up on the verge of what the founders considered to be a major technological breakthrough. For more than a year, the company had focused almost exclusively on the invention of its technology 3-D semiconductor memory chips that would offer acceptable performance at selling prices significantly lower than competitive and substitute products available on the market. As the company neared the completion of its first prototype, the founders recognized the need to create a more holistic business strategy for the organization. Director of Marketing Dan Steere had recently joined the Matrix team. In his new role, he was asked to help define the practical parameters of a 3-D product, choose which markets to pursue, and decide on an appropriate business model for the company. Through an evaluation of the alternatives available to the company, the case explores the importance of strategy and strategic decision making, even in the early phases of a company. Also highlights some of the success factors and pitfalls young companies must address as they prepare to begin focusing on the development of a legitimate new business.

In the spring of 1999, Matrix Semiconductor was a young start-up on the verge of what the founders considered to be a major technological breakthrough. For more than a year, the company had focused almost exclusively on the invention of its technology: 3/4 3-D semiconductor memory chips that would offer acceptable performance at lower prices. As the company neared the completion of its first prototype, the founders needed to create a more holistic business strategy for the organization. Dan Steere recently joined the Matrix team, and in his new role as director of marketing, was asked to help define the practical parameters of a 3-D product, choose what markets to pursue, and decide on an appropriate business model for the company (drawing on input from the rest of the Matrix team). Evaluates the alternatives available to the company, exploring the importance of strategy and strategic decision making. Also highlights some of the success factors and pitfalls young companies must address as they prepare to stop focusing solely on the definition of a business opportunity and begin focusing on the development of a legitimate new business.