The Innovator's Dilemma
- Introduction: Why Good Companies Fail to Thrive in Fast-Moving Industries (HBS course materials)
- Digital Microscopy at Carl Zeiss: Managing Disruption (HBS case material)
- Note on Team Process (HBS case material)
Simon, the head of the Microscopy business group at Carl Zeiss AG knew
that his unit was facing a disruptive threat, so he chartered a special
team to tackle the industrial segment. Given a high degree of autonomy,
the project team developed an understanding of the marketplace
challenge and proceeded to develop and execute on a new business plan.
Simon gave the team ample freedom to develop new processes and
priorities appropriate to the market segment needs, but he couldn't
help but wonder whether it would continue as a stand-alone unit or he
would need to reintegrate it into the mainline business. He also was
nervous about the plan itself. The team had established timelines and
milestones, but now they had to execute and deliver their first product
- What was Carl Zeiss's traditional microscopy market positioning?
- Why was management at Carl Zeiss initially unconcerned about microscopy products from Keyence and Hirox?
- When did the management team first take a close look at Keyence and Hirox digital microscopy products? What concerned them?
- What is potentially disruptive about digital microscopy?
- How did the team responded to the perceived thread from Keyence and Hirox?
- How did other companies respond to the increasing popularity of digital microscopy?
- Do you think these responses were smarter than that of Carl Zeiss? Why or why not?
- What did the management at Carl Zeiss do right when facing a disruptive innovation? What did they do wrong?
- If you were one of the disruptive competitors Keyence or Hirox what would be your competitive response now that you know Zeiss has a plan to come into your market?