Nashwork: How to Solve the Equilibrium Problem

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Case

Reference no. 9B20MC016

Simplified Chinese language

Subject category: Strategy and General Management

Authors: Shumin Yan (Tongji University); Chen Xiang (School of Economics and Management, Tongji University); Linteng Zhou (Tongji University)

Published by: Ivey Publishing

Originally published in: 2020

Version: 2020-02-07

Length: 10 pages

Data source: Field research

Topics: McKinsey 7S model; Organizational effectiveness; General management/strategy; Entrepreneurship

Share a link: https://casecent.re/p/172255

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Abstract

This is a Simplified Chinese version. Nashwork was founded in July 2013 in Beijing and developed into the largest co-working space company in China by focusing on rapid expansion and internal growth. Nashwork received A-round financing, which was followed by B-round financing one year later, before a series of problems surfaced in the basic operations of the company. By 2017, after three rough years building its customer base and occupancy, the main problem facing Nashwork was its dated and incompatible internal operations system. The company had to resolve issues with the company's organizational structure, staff, and skill sets to support the company's strategic transformation.