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- April 2024
- Teaching Note
eBee: Affordable Mobility for Africa
By: Ramon Casadesus-Masanell, Gamze Yucaoglu and Jordan Mitchell
The case opens in March 2023, as Sten van der Ham and Jaap Maljers, CEO and co-founder of eBee, an electric bike (e-bike) company in Africa, are contemplating the different avenues for growth and path to profitability for the young and ambitious company. In 2023, the... View Details
- August 2023 (Revised April 2024)
- Case
eBee: Affordable Mobility for Africa
By: Ramon Casadesus-Masanell and Gamze Yucaoglu
The case opens in March 2023, as Sten van der Ham and Jaap Maljers, CEO and co-founder of eBee, an electric bike (e-bike) company in Africa, are contemplating the different avenues for growth and path to profitability for the young and ambitious company. In 2023, the... View Details
- January 2023 (Revised May 2023)
- Case
Peloton Interactive (A)
By: Suraj Srinivasan, Lynn S. Paine and David Lane
Early in February 2022, the board of Peloton Interactive faced some knotty challenges. Immense pandemic demand for its stationary exercise bicycles and treadmills had prompted the firm to scale up production rapidly. But as gyms reopened and the virulence of the virus... View Details
- May 2019 (Revised September 2019)
- Case
Mobike and ofo: Dancing with Titans (A)
By: Shikhar Ghosh and Haibo Zhao
This case address pacing issues – how fast does a company need to scale? It also examines the role of investors in determining company strategy and exit.
Mobike and ofo were two dominant players in China’s emerging dockless bike-sharing market, that allowed users... View Details
Mobike and ofo were two dominant players in China’s emerging dockless bike-sharing market, that allowed users... View Details
- November 2018 (Revised June 2019)
- Case
ofo
By: Mitchell Weiss
Dai Wei and his co-founders grew Beijing-based ofo from a school-based startup to a bike-share behemoth in a matter of months, topped an all-out market-share battle fueled with almost $1 billion in venture capital, provided 2 billion bicycle rides, soaked up the... View Details
Keywords: Ofo; Bikeshare; Scale; Platforms; Government As A Platform; Platform Mechanics; Dai Wei; Dockless Bikes; Mobike; Bike-share; Online-to-offline; Mobility; Digital Platforms; Infrastructure; Transportation; Bicycle Transportation; Growth and Development Strategy; Bicycle Industry; China; Beijing
- February 2018 (Revised January 2020)
- Case
SoulCycle: The Road Ahead
By: Ashish Nanda, Eric Van den Steen and Jeffrey Boyar
Julie Rice and Elizabeth Cutler founded SoulCycle, an indoor cycling studio chain, in 2006 as more than a health club; they wanted it to become a lifestyle brand that would “empower riders in an immersive fitness experience.” By early 2015, SoulCycle had grown to 38... View Details
- April 2017
- Case
Yushan Bicycles: Learning to Ride Abroad
By: Christopher A. Bartlett and Paul S. Myers
Yushan Bicycles, one of Taiwan's leading bicycle manufacturers, is pursuing an international expansion strategy by increasing demand for its range of traditional and electric bicycles and shifting its product mix toward higher-margin models sold through specialty... View Details
- February 2015 (Revised September 2016)
- Case
Hövding: The Airbag for Cyclists
By: Joseph B. Fuller and Emilie Billaud
In 2012, Anna Haupt and Terese Alstin, co¬founders of the Hövding company, reflect on the evolution of their venture and the way forward. Since 2005, Haupt and Alstin had been working on a new type of bicycle helmet—an "airbag for cyclists." What had begun as a thesis... View Details
- February 2014 (Revised August 2016)
- Case
Strava
By: Joseph B. Lassiter III, William A. Sahlman and Sid Misra
Strava is a new fast-growing social network for the avid cyclist and runner. The Strava case traces the entrepreneurial journey of two serial entrepreneurs who have been co-founders in a prior venture, and who have co-founded Strava 3 years ago. The protagonists must... View Details
Keywords: Entrepreneurship; Cycling; Biking; Running; Sports; Technology; Mobile App; Mobile; GPS; Motivation; Behavioral Science; Founders; Term Sheet; Investment; Terms; Silicon Valley; Lifestyle; Strava; Financing; Fundraising; Angel; Valuation; Growth; Forecast; Business Startups; Business Plan; Trends; Forecasting and Prediction; Decision Choices and Conditions; Corporate Entrepreneurship; Institutional Investing; Collaborative Innovation and Invention; Innovation Leadership; Innovation Strategy; Innovation and Management; Technological Innovation; Management Succession; Growth Management; Growth and Development Strategy; Market Timing; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; California; New England
- September 2013 (Revised August 2015)
- Background Note
Leadership and Teaming
By: Ethan Bernstein
Small differences in the leadership of teams can have large consequences for the success of their efforts. Many initiatives fail not because of a fatal error in judgment or insufficient ideas, knowledge, motivation, or capabilities to deliver a solution. They fail... View Details
Keywords: Teams; Teaming; Leadership And Managing People; Leadership; Team Effectiveness; Team Performance; Team Design; Team Leadership; Teamwork; Team Process; Team Function; Team Launch; 60/30/10 Rule; Team Boundary; Distribution Of Leadership Authority; Self-Managed Teams; Virtual Teams; Unbounded Teams; Acts Of Leadership; Execution Teams; Decision Making Teams; Creativity Teams; Team Size; Task Design; Team Timeline; Team Roles; Team Representation; Diversity; Team Familiarity; Collective Intelligence; Team Stages Of Development; Team Coaching; Performance Pressure; X-Teams; Team Focus; Interaction; Management Teams; Managerial Roles; Management Systems; Management Style; Management Skills; Management Practices and Processes; Organizational Design; Organizational Structure; Performance Effectiveness; Performance Efficiency; Performance Productivity; Groups and Teams; Networks; Social Psychology; Behavior; Conflict and Resolution; Creativity; Social and Collaborative Networks; Satisfaction; Prejudice and Bias; Power and Influence; Personal Characteristics; Familiarity; Cognition and Thinking; Attitudes; Projects; Organizational Culture; Organizational Change and Adaptation; Leadership Development; Leadership Style; Leading Change; Knowledge Use and Leverage; Knowledge Sharing; Collaborative Innovation and Invention; Innovation and Management; Innovation Leadership; Design; Interpersonal Communication; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Asia; North and Central America; South America; Atlantic Ocean; Central Asia; Europe; Latin America; Middle East; Oceania; West Indies
- 2011
- Article
Strategic Change and the Jazz Mindset: Exploring Practices That Enhance Dynamic Capabilities for Organizational Improvisation
By: Ethan S. Bernstein and Frank J. Barrett
How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices... View Details
Keywords: Dynamic Capabilities; Strategic Change; Jazz; Jazz Mindset; Improvisation; Innovation; Change Management; Collaborative Innovation and Invention; Innovation and Management; Innovation Leadership; Knowledge Use and Leverage; Leading Change; Leadership Style; Leadership; Management; Management Style; Organizational Change and Adaptation; Organizational Culture; Organizations; Creativity; Strategy; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; United States; Japan; Taiwan; Europe; Asia
- April 2010
- Case
A Giant Among Women
By: Willy C. Shih, Ethan S Bernstein, Maly Hout Bernstein, Jyun-Cheng Wang and Yi-Ling Wei
Few CEOs successfully manage the evolution of their companies from OEM outsourcer to branded manufacturer to expert consumer marketer as well as Tony Lo, CEO of Giant Manufacturing Co. Ltd., now the largest bicycle manufacturer in the world. In the mid-1980s, Giant... View Details
- September 2008 (Revised August 2009)
- Case
Columbus Tubing: Steel is Real
By: Daniel C. Snow, Gary P. Pisano, Elena Corsi and Gudrun Urfalino Kristinsdottir
Columbus Tubing must choose to improve an old technology (steel) or to develop a new material (carbon fiber). The decision must take into account a complicated context: increased demand for the "old" steel products made in Italy, increasing power of carbon fiber... View Details
- April 2008
- Case
Four Products: Predicting Diffusion (2008)
An updated "Four Products" case. This 2008 version includes: sliced peanut butter, foldable bicycle tires, high-end wooden puzzles, and artificial dirt for thoroughbred race tracks. These four products form the basis to assess the drivers of new product adoption. In... View Details
- March 2003 (Revised January 2006)
- Case
Threshold Sports
By: Richard G. Hamermesh and Todd H Thedinga
Describes the sales, marketing, and operating issues facing Threshold Sports, a small cycling event management company that produces the Pro Cycling Tour. Examines the issues facing the company as it approaches breakeven and attempts to grow the business substantially.... View Details
- September 1981 (Revised August 1986)
- Background Note