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Case Studies by Michelle Rogan

10 case studies

published: 23 Jun 2014

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Abstract:
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.

Pedagogical Objectives:
To examine a new "intrapreneurial" venture from the points of view of different stakeholders within the firm, understand the importance of building sponsorship networks for the new venture, and consider how the challenge of building a new business within an established firm is heightened when it operates under a different logic (profit-neutral) from the main business (for profit).

Keywords:
Corporate Entrepreneurship, New Business Venture, Social Entrepreneurship, Sponsorship, Development, Management Consulting, Corporate Governance, Investors, Stakeholders and Accountability

Prizes won:
- 3rd Prize 2014 Oikos Case Writing Competition, Corporate Sustainability Category
- Winner 2013 EFMD Case Writing Competition

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published: 23 Jun 2014

Show details ...

Abstract:
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.

Pedagogical Objectives:
To examine a new "intrapreneurial" venture from the points of view of different stakeholders within the firm, understand the importance of building sponsorship networks for the new venture, and consider how the challenge of building a new business within an established firm is heightened when it operates under a different logic (profit-neutral) from the main business (for profit).

Keywords:
Corporate Entrepreneurship, New Business Venture, Social Entrepreneurship, Sponsorship, Development, Management Consulting, Corporate Governance, Investors, Stakeholders and Accountability

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published: 27 Aug 2010

  • Topic: Strategy
  • Region: Global

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Abstract:
Corporate entrepreneurs accelerate new business growth by going outside the parent company. Through alliances and acquisitions, new businesses access resources not available within the parent. Spinning off a new business can speed up its development. Yet, all three acceleration vehicles increase the complexity of new business building. This note details traps to avoid when using these vehicles.

Pedagogical Objectives:
- To describe three vehicles for acceleration of new business building inside firms - alliances, acquisitions and spin-offs. - To explain how managers can manage the increased complexity inherent to these acceleration vehicles.

Keywords:
Corporate Entrepreneurship, New Business Building, Alliances, Acquisitions, Spin-Offs, Complexity

published: 27 Aug 2010

  • Topic: Strategy
  • Region: Global

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Abstract:
Established firms must identify and implement new business opportunities in order to survive. The identification and development of new business opportunities requires separation of the new business unit from the firm’s established businesses; yet, its successful implementation requires integration for it to benefit from the firm’s resources. This note describes solutions to this organisation design challenge.

Pedagogical Objectives:
- To describe the trade-off between separation and integration firms face when designing established organisations for new business building - To offer potential solutions to this organisation design challenge, including Horizons of Growth and ambidextrous organisations - To illustrate hazards to successful implementation of these solutions

Keywords:
Corporate Entrepreneurship, Organisation Design, Innovation, Ambidexterous Organisations, New Business Building

published: 27 Aug 2010

  • Topic: Strategy
  • Region: Global

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Abstract:
Leading entrepreneurship occurs on two levels. First, leading entrepreneurship is about shaping the context for entrepreneurial behaviour inside the company. Second, leading entrepreneurship involves the decisions made by a leader of an entrepreneurial venture inside the firm. This note outlines the levers available to leaders at both levels and the challenges they are likely to encounter when running an entrepreneurial business.

Pedagogical Objectives:
- To describe the challenges when leading entrepreneurs inside established firms and when leading an entrepreneurial venture inside a firm - To explain the difference between organisational contexts for competitive entrepreneurship vs. collaborative entrepreneurship - To offer levers available to managers to effectively lead entrepreneurial ventures

Keywords:
Corporate Entrepreneurship, Leadership, Competitive Entrepreneurship, Collaborative Entrepreneurship, Performance Management, Recruitment, New Business Building

published: 20 Dec 2013

  • Topic: Entrepreneurship
  • Industry: Prepackaged Software
  • Region: Global

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Abstract:
In mid-2011, Steven Birdsall, then a 46-year old senior vice president at SAP, revives and scales up a neglected line of packaged software called Rapid Deployment Solutions (RDS), within the global $20 billion software giant. Challenged by his annual evaluation to transition to a more strategic leader, motivated by a passion to build new businesses, and seeing a growing customer demand for less costly packaged software due to advances in cloud and mobile computing, Birdsall has the idea to create RDS as a standalone business within SAP. Despite internal resistance from SAP's account executives, partners and consultants, Birdsall succeeds in making RDS a $1 billion business in 2012, largely due to his ability to convince them - and customers - of its economic and market potential. His personal networks within the company play a critical role in gaining support and scaling up RDS globally.

Pedagogical Objectives:
This cases focuses on how leaders can develop a new business in a large company. Key teaching points: - how to work the organization to gain support for a new business - how leaders influence others to buy into a business vision

Keywords:
Corporate Entrepreneurship, Leadership, Career Change, Personal Networks, Sales Management, Software Industry, Sap Ag, Prepackaged Software

published: 27 Aug 2010

  • Topic: Strategy
  • Region: Global

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Abstract:
Unlike standalone start-ups, corporate start-ups exist in firms with a relative abundance of resources. Yet, these resources usually come with ‘strings attached,’ i.e. obligations and expectations. The implementation challenge can be summed up as one of overcoming resource constraints while minimizing social constraints. This note offers five actions corporate entrepreneurs take to overcome the implementation challenge.

Pedagogical Objectives:
- To explain the implementation challenge to new business building inside established firms - To describe five actions a corporate entrepreneur can take to reduce these social constraints during the implementation of the new business: start small, start with a sponsor, limit resources required, find the right metrics for the new business, and build and leverage her individual network

Keywords:
Corporate Entrepreneurship, New Business Building, Innovation, Sponsorship, Networks, Performance Metrics

published: 31 May 2008

  • Topic: Strategy
  • Industry: Medical, Dental, Hospital Equipment and Supplies
  • Region: Global

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Abstract:
The case study describes the choices of Dmatek, an Israeli based company in the field of electronic monitoring, that is experiencing rapid growth. Dmatek faces two decisions: 1) whether to spin off its subsidiary HomeFree, a wireless resident monitoring solutions provider, and 2) whether to shift the focus of the HomeFree business from B-to-B to B-to-C.

Pedagogical Objectives:
The case can be used to illustrate the criteria to use when making a spin-off decision. It also illustrates more general governance issues common to high growth businesses. Lastly, the case can also be used to generate discussion the issues inherent to refocusing a business from B-to-B to B-to-C.

Keywords:
Electronic Monitoring, Spin-Off, Managing Growth, Corporate Entrepreneurship, Governance, Homecare/nursing Care

published: 22 Jan 2016

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Abstract:
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.

Pedagogical Objectives:
To examine a new "intrapreneurial" venture from the points of view of different stakeholders within the firm, understand the importance of building sponsorship networks for the new venture, and consider how the challenge of building a new business within an established firm is heightened when it operates under a different logic (profit-neutral) from the main business (for profit).

Keywords:
Corporate Entrepreneurship, New Business Venture, Social Entrepreneurship, Sponsorship, Development, Management Consulting, Corporate Governance, Investors, Stakeholders and Accountability

Related:

published: 22 Jan 2016

Show details ...

Abstract:
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.

Pedagogical Objectives:
To examine a new "intrapreneurial" venture from the points of view of different stakeholders within the firm, understand the importance of building sponsorship networks for the new venture, and consider how the challenge of building a new business within an established firm is heightened when it operates under a different logic (profit-neutral) from the main business (for profit).

Keywords:
Corporate Entrepreneurship, New Business Venture, Social Entrepreneurship, Sponsorship, Development, Management Consulting, Corporate Governance, Investors, Stakeholders and Accountability

Related:


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