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  1. [Russian Version] Disruptive Innovation at BBVA SI1-147-R-M

    [Russian Version] 

    What happens when a multinational from another sector launches an innovative service which competes directly with your offerings? This material explains how BBVA reacted to the disruption of its micro-payment business caused by the entrance of large multinationals from outside the banking industry.

    The rapid acceptance of technologies by consumers offers an opportunity to meet a growing demand for new services. Many companies attracted by these business opportunities are placing greater importance on innovation pushing it to the forefront of their structure.

    Most commonly it is companies within the same sector that compete amongst one another to launch new services however sometimes the disruptive came from another sector which launches an innovative service which competes directly with your offerings. 

    This case has been designed for use in undergraduate, graduate (MBA programs and Masters in Management programs), Executive MBA, and executive education programs, and in courses such as Information Systems and Technology, Technology and Information Management, Digital Transformation, and Digital Innovation.

    Academic Area:
    Digital Technologies & Data Science | Innovation
  2. Disruptive Innovation at BBVA SI1-147-I-M

    What happens when a multinational from another sector launches an innovative service which competes directly with your offerings? This material explains how BBVA reacted to the disruption of its micro-payment business caused by the entrance of large multinationals from outside the banking industry.

    The rapid acceptance of technologies by consumers offers an opportunity to meet a growing demand for new services. Many companies attracted by these business opportunities are placing greater importance on innovation pushing it to the forefront of their structure.

    Most commonly it is companies within the same sector that compete amongst one another to launch new services however sometimes the disruptive came from another sector which launches an innovative service which competes directly with your offerings. 

    This case has been designed for use in undergraduate, graduate (MBA programs and Masters in Management programs), Executive MBA, and executive education programs, and in courses such as Information Systems and Technology, Technology and Information Management, Digital Transformation, and Digital Innovation.

    Academic Area:
    Digital Technologies & Data Science | Innovation
  3. Transformación Digital en Vocento SI1-146-M

    The trend of people reading on paper is decreasing whilst the trend for reading online is increasing. This multimedia case explains how Vocento reacted to the shift of consumers from traditional media to online media and the significant reduction in income that this initially brought about. It discusses how the company was able to solve this issue by analysing data from its users in order to better understand their habits. With this information Vocento was able to make business decisions that have positioned the company as a leader in the field of online communication. The multimedia case separates the analysis of this experience into five stages from the initial detection of the problem through to finding a solution and measuring the impact on the business.

    This case has been designed to be used in undergraduate, graduate (MBA programs and Master in Management programs), Executive MBA and executive education, in courses such as Information Systems and Technology, Technology and Information Management, Digital Transformation, and Digital Innovation.

    Academic Area:
    Digital Technologies & Data Science | Innovation
  4. Digital Transformation in Vocento SI1-146-I-M

    The trend of people reading on paper is decreasing whilst the trend for reading online is increasing. This multimedia case explains how Vocento reacted to the shift of consumers from traditional media to online media and the significant reduction in income that this initially brought about. It discusses how the company was able to solve this issue by analysing data from its users in order to better understand their habits. With this information Vocento was able to make business decisions that have positioned the company as a leader in the field of online communication. The multimedia case separates the analysis of this experience into five stages from the initial detection of the problem through to finding a solution and measuring the impact on the business.

    This case has been designed to be used in undergraduate, graduate (MBA programs and Master in Management programs), Executive MBA and executive education, in courses such as Information Systems and Technology, Technology and Information Management, Digital Transformation, and Digital Innovation.

    Academic Area:
    Digital Technologies & Data Science | Innovation
  5. Luces y sombras en el crecimiento de Lego DE1-213

    In 2012, LEGO overtook Hasbro to become the world's second-largest toy maker behind Mattel. The recently premiered “The LEGO Movie” grossed $69 mm on its opening weekend making it the largest debut of 2014. If all went well, soon they could beat its main competitor, Mattel Inc. But many challenges still laid ahead of the family owned company.

    LEGO needed to become a truly global and diverse organization to meet the adaptive challenges. To achieve this goal, Knudstorp envisioned the company as: “a unique niche player in the toy industry”. Was that the right vision given the competitive landscape? Would it be compatible with maintaining the company 100% family owned?

    Academic Area:
    Strategy | Entrepreneurship
  6. The turnaround of Lego: continued growth under famil … DE1-213-I

    In 2012, LEGO overtook Hasbro to become the world's second-largest toy maker behind Mattel. The recently premiered “The LEGO Movie” grossed $69 mm on its opening weekend making it the largest debut of 2014. If all went well, soon they could beat its main competitor, Mattel Inc. But many challenges still laid ahead of the family owned company.

    LEGO needed to become a truly global and diverse organization to meet the adaptive challenges. To achieve this goal, Knudstorp envisioned the company as: “a unique niche player in the toy industry”. Was that the right vision given the competitive landscape? Would it be compatible with maintaining the company 100% family owned?

    Academic Area:
    Strategy | Entrepreneurship
  7. Solidarity entrepreneurship and employment launchers … (B) GE1-139-B-I

    Case B updates the growth issues faced in 2015 by the LEES team led by Alvaro Retortillo Director for Social Innovation al Fundación Santamaria.

    Academic Area:
    Entrepreneurship
  8. Lanzaderas de empleo y emprendimiento solidario. Cas … (B) GE1-139-B

    Case B updates the growth issues faced in 2015 by the LEES team led by Alvaro Retortillo Director for Social Innovation al Fundación Santamaria.

    Academic Area:
    Entrepreneurship
  9. Lanzaderas de empleo y emprendimiento solidario. Cas … (A) GE1-139-A

    Case A describes the origins and functioning of LEES in 2013. This is a program launched by José María Pérez González, a Spanish social entrepreneur, in order to address the problem of unemployment in Spain. Mirroring his former social enterprise (Fundación Santamaria La Real), for which he had been nominated Ashoka fellow in 2008, the LEES are a series of accelerators aimed at the unemployed. Designed to make up for the shortcoming of governmental employment policies, where unemployed are passive and isolated, the LEES program follows a holistic approach that fosters the proactiveness of individuals, leverages their skills and increases their visibility. It adopts a collaborative, supportive model, based on people and their capacity for teamwork. Participants in the accelerators organize their activities for an average of 6 months and are led by a coach. The program also strives to involve most actors of the society (municipalities and governmental institutions, private local firms, NGOs, individual volunteers, local training centers, co-working or entrepreneurship centers, universities, etc.) into shaping a global solution to unemployment. Although they are overseen by the LEES central office, accelerators function as quasi-autonomous entities and take up the roles of project management, maintenance, student selection and appointment of functional committees.

    Academic Area:
    Entrepreneurship
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