• Maersk: Betting on Blockchain

    In March 2018, international shipping giant Maersk is getting ready to debut a trade digitization platform. Maersk hopes the platform will help streamline global trade since shipping goods internationally is an extraordinarily complicated and inefficient process. Maersk intends for stakeholders throughout the supply chain to utilize the platform, including its competitors. Blockchain, made famous through cryptocurrency, will power part of the project. Executives at Maersk believe that Blockchain technology can provide much needed transparency to the global supply chain. Maersk plans to launch the blockchain trade platform as an independent joint venture with IBM. The team at Maersk wonders if this joint venture is the right organization to operate the blockchain project. What challenges will the project face?
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  • STRIVR (B): Moving into the Enterprise

    STRIVR, a company focused on virtual reality training, has decided to shift focus from sports to enterprise customers. The change in strategy requires the CEO to solve a number of issues. The company initally offered training for hard skills, but clients have been requesting soft skills training. Should STRIVR puruse this new opportunity? How should STRIVR price its software for enterprise customers? Was it a good idea for STRIVR to build generic training products that could potentially scale quickly?
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  • Amazon, Google, and Apple: Smart Speakers and the Battle for the Connected Home

    Amazon, Google, and Apple all offer their own smart speaker. The devices represent each firm's entry point into the connected home market. All three companies come into the space with their own strengths and weaknesses. Who will win?
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  • STRIVR: Changing the Game in Virtual Reality

    The CEO of a growing virtual reality company that trains athletes must decide whether or not to stay in sports or expand into other areas.
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  • iRobot: Moving Beyond the Roomba

    The makers of the Roomba, a robotic vacuum cleaner, connected the latest version of their product to the Internet. This new feature opened up a wealth of new opportunities and challenges for the company.
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  • GE Digital

    Known for manufacturing industrial equipment, GE has decided to invest in software and analytics capabilities to become a digital industrial company. They have also created a software platform that they hope will power the Industrial Internet. GE executives forecasted that the company will generate $15 billion in digital revenues by 2020. What steps does GE need to take to reach their goal?
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  • Philips: The Shift to Value

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