Ericsson Hewlett Packard Telecommunications (EHPT) cases (A), (B) and (C) depict the life cycle of one joint venture through a blend of text, cartoons and an EHPT corporate video. The three-part structure provides for discussion at each stage of the joint venture’s development. The cases progress with the joint venture and highlight the unique strategic and management issues that exist in a joint venture environment.
Ericsson Hewlett-Packard Telecommunications (A): Joint venture formation
Summary
Ericsson Hewlett Packard Telecommunications (EHPT) cases (A), (B) and (C) depict the life cycle of one joint venture through a blend of text, carto...
Reference
IMD-3-1001
Copyright
©2001
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Ericsson Hewlett-Packard Telecommunications (B): Early joint venture operations
Summary
Ericsson Hewlett Packard Telecommunications (EHPT) cases (A), (B) and (C) depict the life cycle of one joint venture through a blend of text, carto...
Reference
IMD-3-1002
Copyright
©2001
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Ericsson Hewlett-Packard Telecommunications (C): Joint venture evaluation and adjustment
Summary
Ericsson Hewlett Packard Telecommunications (EHPT) cases (A), (B) and (C) depict the life cycle of one joint venture through a blend of text, carto...
Reference
IMD-3-1003
Copyright
©2001
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Ericsson Hewlett-Packard Telecommunications (introductory note)
Summary
This is an introductory note for the Ericsson Hewlett-Packard joint venture role play series. It provides all the participants with the necessary background information. The series consists of four A-cases (IMD-3-1091 – 1094), four B-cases (IMD-3-1095 – 1098), and a concluding C-case (IMD-3-1099).The four A-cases each portray a negotiating manager. In the preparation leading to the agreement, the two managers from HP and the two from Ericsson have to prepare their negotiating position in order to finalize the deal, which would involve the development of a new telecom management platform targeted at telecom operators. Once the deal is finalized, the four B-cases show the difficulties with which each of the managers from the A-case is faced shortly after the joint venture agreement has been reached. A lack of goal clarity, clashing cultures and internal conflicts are some of the issues that the joint venture and its management have to deal with. The question is how much involvement is needed by the board and to what degree the joint venture manager and his team should resolve the issues personally. The C-case describes how the joint venture manager addressed some of these issues and how a changing ownership structure poses an entirely new set of challenges that he has to deal with.
Reference
IMD-3-1015
Copyright
©2006
Copyright owner
IMD Copyright
Organization
Ericsson, Hewlett-Packard
Industry
Consumer Goods, Computers
Available Languages
English
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Annual prognoses and corporate strategy - 2025 Trends
Summary
Why the market for new year predictions is broken and how executives can better use forecasts to discern the implications for their companies.
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Why leaders don’t engage in strategic thinking
Summary
Strategic thinking is key to success. Overcome common excuses and develop the skills to navigate change, drive innovation, and prepare for future business challenges.
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Leadership 2025 - 5 Key Behaviors - Tania Lennon
Summary
The increasing pace of disruption and change means leaders need to cultivate behaviors that support their sustained success. From building strategic flexibility to broadening stakeholder connections, here is our expert guide to leading in an age o...
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How luxury brands can build strategic resilience in 2025
Summary
Officially, brands executives continue to display confidence that big luxury will shrug off the 2024 downturn as a cyclical one. They see it as the product of the combined collapse of real estate prices in China and a return to normalcy after the ...
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Here’s what we predicted for 2024… how did we do?
Summary
Did our predictions for 2024 come true, a turbulent election year, bitcoin and CBDC, COP29 and electric cars, China, EU integration and Euro football
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The strategic imperative
Summary
In a world where change is the only constant, the strategic imperative for sustainability is not just a theoretical construct – it’s a call to action. This section of the book delves into the core strategies that will enable businesses to thrive i...
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Framing the conversation
Summary
In late 2020, as the world began to emerge from the worst
of the COVID-19 pandemic, Wärtsilä, a Finnish corporation
specializing in power systems, made a bold decision.
Despite being a well-established company with a strong
track record in...
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In the field with the International Olympic Committee
Summary
How can a non-profit organization implement a carbon accounting system to promote sustainability in sports without impacting culture and collaboration?
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NTT at a crossroads (A): Quest for growth
Summary
NTT Corporation, Japan’s information and communication technologies (ICT) leader since 1953, was the first to commercialize internet usage on mobile phones in the 1990s, which resulted in NTT achieving much success in Japan. However, by the end of the 2000s, Japan faced challenges with an aging population and a stagnant economy. Recognizing disruption in the ICT sector, CEO Satoshi Miura understood the need for the dominant players in the ICT industry to integrate emerging business domains beyond their existing frameworks. To secure leading global positions in ICT and the new paradigm of cloud computing, Miura needed to make strategic choices to revive growth. Case A provides information on NTT, its rivals, the global market and cloud computing disruptions. The case ends with NTT’s CEO exploring strategic growth options to prepare NTT for the future.
Reference
IMD-7-2351
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Nippon Telegraph and Telephone
Industry
Services, Telecommunications;Information Technology
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
NTT at a crossroads (B): Mapping growth options
Summary
Building on NTT (A), the case starts with NTT’s CEO having narrowed down strategic growth options with the board to prepare NTT for the future. Past international investments in AT&T Wireless and KPN to tap into foreign markets had resulted in billion $ write offs and stopped international acquisitions. However, after reviewing the disruptive changes facing the ICT industry and considering the shareholders’ views, CEO Miura committed to internationalization. The B case details NTT’s growth strategy focused on internationalization, while considering the need for new capabilities and technologies. It provides more insights into NTT, its opportunities and the Japanese experience with M&As and ends with Miura’s determination to quickly grow through international expansion to prepare NTT for the future.
Reference
IMD-7-2352
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Nippon Telegraph and Telephone
Industry
Services, Telecommunications;Information Technology
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications