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Case A describes the challenges a multinational corporation, Cisco Systems Inc., faces in an emerging market in developing new products specific to local needs. Dr Ishwardutt Parulkar and his team at Cisco's Indian subsidiary in Bangalore had identified a promising concept that could potentially become the company's first product developed end-to-end at the India site. They had to address three critical issues: How to define the right product to address the specific needs of telecom network customers in the emerging market? How to build the business case for approval from the headquarters in the US? How to compensate for the significant gaps in the Indian ecosystem that was not fully mature in terms of partners and skills required to develop such a product? Case B presents how the Cisco team resolved the new product development challenges. The success of the new Advanced Services Router (ASR) 901 would mark a milestone in Cisco's journey of evolution of engineering capability in emerging countries into the next phase of innovation and thought leadership. Learning objectives: 1) Identify key challenges in developing a mainstream product from concept to completion in an emerging market. 2) Understand essential factors for building subsidiary R&D capabilities for mainstream product development. 3) Introduce the Technology Champion framework, which serves to bring out innovation aspirations in a subsidiary R&D team.

Case A describes the challenges a multinational corporation, Cisco Systems Inc., faces in an emerging market in developing new products specific to local needs. Case B describes the journey undertaken by Dr Ishwardutt Parulkar and his team in developing the Advanced Services Router (ASR) 901 - from idea to launch in 2011. The case helps to identify key success factors for new product development through a decentralized R&D model in emerging markets and to recognize the importance of the ecosystem for successful innovation. Learning objectives: 1) Identify key challenges in developing a mainstream product from concept to completion in an emerging market. 2) Understand essential factors for building subsidiary R&D capabilities for mainstream product development. 3) Introduce the Technology Champion framework, which serves to bring out innovation aspirations in a subsidiary R&D team.

This module reading explains how to construct a strategy map and build a balanced scorecard. Using an internal value chain model, the module illustrates how a balanced scorecard can support and enable customer management, innovation, operations, and post-sale service processes. The analysis provides details on how to design performance indicators to monitor financial goals, customer goals, internal process goals, and learning and growth goals. The module discusses how these measures provide a comprehensive set of tools for monitoring strategy execution. The module concludes by discussing how to assign accountability for balanced scorecard measures to individual managers to ensure focus and alignment throughout the organization. While this module is designed to be used alone, it is part of the Strategy Execution series. Taken together, the series forms a complete course that teaches the latest techniques for using performance measurement and control systems to implement strategy. Modules 1 - 4 set out the foundations for strategy implementation. Modules 5 - 10 teach quantitative tools for performance measurement and control. Modules 11 - 15 illustrate the use of these techniques by managers to achieve profit goals and strategies. View the full Strategy Execution series at: hbsp.harvard.edu/strategy-execution.

In 2016, Deutsche Telekom's CEO Tim Hottges was steering the 69 billion euro telecom incumbent in new directions and seeking to disrupt the industry from within. The company's tagline was "Life is For Sharing." Its goal was to be Europe's leading digital communication services company that was most trusted by consumers and business customers for safely sharing content. Hottges wanted to achieve this by having the best network, the best service, the best products, and the best customer experience. The company also aimed to be the preferred provider for business customers. A major part of Deutsche Telekom's strategy involved building up the company's core business-its network-by increasing infrastructure investment 20 percent. Hottges described this as his "big bet," saying the network was the basis for everything the company did. Even as it built out the network, an ongoing challenge was finding the right software talent to support the growing software IT components of the network infrastructure. With that in mind, Deutsche Telekom was also developing capabilities on top of network connectivity, such as security, device management, privacy, and global reach capability. While focusing its innovation on advanced network capabilities, Deutsche Telekom was shifting resources away from efforts to internally innovate in competition with Internet-based players. Instead, it was now intent on winning by partnering with companies like Microsoft, Spotify, and BMW to bring new capabilities, innovations, and services to customers. European and German regulations created significant constraints, and external competition remained fierce from both telecommunications companies and so-called "Over the Top" companies such as Google, Facebook, and WhatsApp. These companies had diverted billions of dollars away from traditional telecommunications companies, enabled by telco companies' infrastructures. To counter that, Deutsche Telekom needed to strongly align strategy and execution.

This module reading provides tools and analyses for acquiring and allocating resources. The module begins by reviewing the importance of setting strategic boundaries as a basis for asset acquisitions. Next, a distinction is made between new assets acquired to meet regulatory requirements, those acquired to enhance operational efficiency and/or increase revenue, and assets acquired to enhance competitive effectiveness. Different techniques are required for analyzing these different categories of assets ranging from traditional cash flow and rate of return analyses to strategic analysis focusing distinctive capabilities, alignment with strategic initiatives, and the risk of deciding not to acquire the asset. Most importantly, this module demonstrates how asset allocation fits into and supports a business's overall strategy. While this module is designed to be used alone, it is part of the Strategy Execution series. Taken together, the series forms a complete course that teaches the latest techniques for using performance measurement and control systems to implement strategy. Modules 1 - 4 set out the foundations for strategy implementation. Modules 5 - 10 teach quantitative tools for performance measurement and control. Modules 11 - 15 illustrate the use of these techniques by managers to achieve profit goals and strategies. View the full Strategy Execution series at: hbsp.harvard.edu/strategy-execution.

Supplement to case W16600. This case is a supplement to Nintendo: Game On! Released in July 2016, Pokemon GO was a location-based virtual reality mobile game in which players needed to locate and capture virtual creatures from the Pokemon family. Although it was a revolutionary concept, would its release mark a change in Nintendo's recent history of continuous decline in revenues and profits?

The purpose of this note is threefold. First to provide a short historical background to the development of the notions of universal mind and related concepts in Aikido and Ki Aikido. Second, to provide an even briefer critique of certain efforts to apply ideas from Aikido and Ki Aikido to issues concerning everyday life, management, and leadership. And finally, to examine a set of critical concepts, or principles, which aim to provide a more practical, real-world understanding of universal mind.

When Walker Farms is hit with a surface-water allocation of zero for a third straight year because of the state's ongoing and extended drought, it must decide how to respond. Continue to let 6,000 of its 23,000 acres lie fallow? Drill more wells? Shift to higher-yielding organic crops? Or lease the land to a solar power company to find some revenue that isn't water dependent? With commentary by Kim Morison, of Blue Sky Water Partners, and Ken LaGrande, of Sun Valley Rice.

When Walker Farms is hit with a surface-water allocation of zero for a third straight year because of the state's ongoing and extended drought, it must decide how to respond. Continue to let 6,000 of its 23,000 acres lie fallow? Drill more wells? Shift to higher-yielding organic crops? Or lease the land to a solar power company to find some revenue that isn't water dependent? With commentary by Kim Morison, of Blue Sky Water Partners, and Ken LaGrande, of Sun Valley Rice.

When Walker Farms is hit with a surface-water allocation of zero for a third straight year because of the state's ongoing and extended drought, it must decide how to respond. Continue to let 6,000 of its 23,000 acres lie fallow? Drill more wells? Shift to higher-yielding organic crops? Or lease the land to a solar power company to find some revenue that isn't water dependent? With commentary by Kim Morison, of Blue Sky Water Partners, and Ken LaGrande, of Sun Valley Rice.

A new study shows that during the Cold War, corporate spying generated significant economic returns for East German companies. It was so successful, in fact, that it crowded out traditional research initiatives.

mfish is a case about global partnerships which target the bottom of the pyramid. This case focuses on mobile penetration and using a local partner to gain access to consumers, however this is not specific to mobile or fishing and can be applied across industries. One of Tone's main successes here was focusing on their core competencies, mobile app development, and using key partnerships to fill in their knowledge and competency gaps. Tone/mfish were able to monetize a solution, despite targeting this very low income sector by making a product that greatly increased the livelihood of it's consumers, which customers were willing to pay for. This case challenges students to think creatively about solving a problem in a low cost way, while also maintaining a customer centric focus. If the product doesn't solve problems for consumers, then there won't be high demand for it, so keeping a customer centric focus is key. In addition, a low cost solution is important when targeting this segment since their willingness to pay might be low on an absolute scale given their low level of income.

Supplement to case IN1300. mfish is a case about global partnerships which target the bottom of the pyramid. This case focuses on mobile penetration and using a local partner to gain access to consumers, however this is not specific to mobile or fishing and can be applied across industries. One of Tone's main successes here was focusing on their core competencies, mobile app development, and using key partnerships to fill in their knowledge and competency gaps. Tone/mfish were able to monetize a solution, despite targeting this very low income sector by making a product that greatly increased the livelihood of it's consumers, which customers were willing to pay for. This case challenges students to think creatively about solving a problem in a low cost way, while also maintaining a customer centric focus. If the product doesn't solve problems for consumers, then there won't be high demand for it, so keeping a customer centric focus is key. In addition, a low cost solution is important when targeting this segment since their willingness to pay might be low on an absolute scale given their low level of income.

This case describes the strategy of a renewable energy charity in Peru attempting to transition to a social enterprise. The charity uses a combination of strategies, including a multi-tiered pricing strategy and using local entrepreneurs to adapt the business model for local conditions.

Supplement to case IN1303. This case describes the strategy of a renewable energy charity in Peru attempting to transition to a social enterprise. The charity uses a combination of strategies, including a multi-tiered pricing strategy and using local entrepreneurs to adapt the business model for local conditions.

From its humble beginnings as a local Chinese dairy company, the Inner Mongolia Yili Group has become one of the largest dairy companies in the world. To achieve this Yili has aggressively expanded its footprint overseas including building the world's largest integrated dairy production base in New Zealand and forming R&D partnerships in Europe and North America. As the company continues its growth in the context of a slowing Chinese economy, how can Yili integrate its now global resources and supply chain to meet local market needs and become a top five global dairy company in the process?

This case is about a global catering, restaurant, and hospitality company, DO & CO, growing geographically with its existing businesses while also adding new brands to its portfolio. The company had $1 billion in revenues in 2015 from its three divisions: airline catering; international event catering; and restaurants, lounges, hotels, and retail. DO & CO had limitless opportunities to grow along three dimensions. It had operations in only 10 countries, while its competitors in airline catering were active in up to 50 countries. Thus, geographic expansion was one of the key growth options. DO & CO could also offer more to its existing clients in existing markets, providing vertical growth opportunities. It could also pursue an added-value approach by bringing new formats to existing markets. The last avenue of growth was more opportunistic and came from acquiring new brands in existing or new markets. However, the company had a policy of promoting from within, particularly with its chefs, and it took time to develop the necessary talent. Now DO & CO faced a decision: What type of growth should it pursue, and at what pace?

In 2015, the U.S. health-club industry generated revenues of $25.8 billion, up from $14.8 billion in 2004. Members of health clubs accounted for 17% of the population, up from 14%. The number of clubs had grown from 26,830 in 2004 to 36,180. In the process, the list of leading chains had changed significantly. While a higher proportion of Americans exercised on any given day, the majority still did not, and the average number of hours exercised had remained essentially flat. Meanwhile, the prevalence of people classified as overweight and obese had grown from 66.3% to 70.2%. A slowdown in growth and other challenges that the health-club industry had faced since 2004 meant that investors were more careful with their money. The steady rise of LA Fitness to industry leadership with a 7% market share suggested that there were still opportunities for consolidation. However, some observers argued that the industry would always be fragmented-it was simply too easy to enter. Another key debate concerned how best to position in an industry where new formats and business models proliferated. The sector had attracted a great deal of private equity in the past. Would it prove a good opportunity for investors in future?

This module reading demonstrates how to calculate and analyze the profit generated by different business strategies. Formulas and examples are provided to calculate profit generated by changes in market share, revenue growth, efficiency improvements, and support costs. The discussion illustrates how managers can use this information to unlock insights about competitive effectiveness and operating efficiencies, test their profit plan assumptions, and validate their business strategy. The module also discusses how strategic profitability analysis can be used for early warning and corrective action, performance evaluation, and strategic learning. With this information in hand, managers can redesign organizational processes or adjust the business strategy to take advantage of changes in competitive markets. While this module is designed to be used alone, it is part of the Strategy Execution series. Taken together, the series forms a complete course that teaches the latest techniques for using performance measurement and control systems to implement strategy. Modules 1 - 4 set out the foundations for strategy implementation. Modules 5 - 10 teach quantitative tools for performance measurement and control. Modules 11 - 15 illustrate the use of these techniques by managers to achieve profit goals and strategies. View the full Strategy Execution series at: hbsp.harvard.edu/strategy-execution.

In 2016, 24 Hour Fitness was the number-two fitness chain in the United States, generating revenues of $1.4 billion from 441 clubs serving 3.8 million members. Based in San Ramon, California, 24 Hour Fitness operated clubs in 13 states. Having grown rapidly to become the largest club operator by 2004, the company was sold to a private equity group in 2005 for $1.6 billion. The growth continued until the original founder, Mark Mastrov, left in 2008. Since then, growth had stagnated, and the company lost its leadership position to LA Fitness in 2012. Throughout, 24 Hour Fitness had retained its traditional positioning, offering several club types to satisfy a wide range of customers concentrated in a particular area at affordable prices averaging $39 per month. However, this positioning was increasingly coming under pressure. Small studios offering focused facilities at as little as $10 per month were growing, while LA Fitness provided full-line gyms for an average of $33 per month. Premium clubs also continued to flourish, while the competition from not-for-profits such as university and employee gyms continued unabated. In 2016, the new CEO announced a new strategy to counter these challenges: rebranding 24 Hour as a lifestyle and media company. He declared, "We know we can do great things. We're very excited about the platform that we have to build on." Perhaps this strategy would help restore the company's fortunes.