Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Case
-
Reference no. 9-304-S23
Spanish language
Published by: Harvard Business Publishing
Originally published in: 1998
Version: 10 October 2001
Length: 17 pages
Data source: Field research

Abstract

This is a Spanish version. Two cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and therefore the operating divisions. Teradyne: Managing Disruptive Change deals with the same set of problems from the perspective of corporate management - in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful.
Location:
Size:
USD1 billion revenues
Other setting(s):
1996-1997

About

Abstract

This is a Spanish version. Two cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and therefore the operating divisions. Teradyne: Managing Disruptive Change deals with the same set of problems from the perspective of corporate management - in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful.

Settings

Location:
Size:
USD1 billion revenues
Other setting(s):
1996-1997

Related