Subject category:
Strategy and General Management
Published by:
Babson College
Version: 5 May 1997
Length: 15 pages
Data source: Published sources
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Abstract
This case gives a detailed account of the development and introduction of what eventually became known as the JAVA programming language at Sun Microsystems over the 7-year period 1990 to 1996. Started initially as the brainchild of a few restless employees, this effort went through several reincarnations (and a near-death experience!) to emerge as a force that may not only transform Sun Microsystems itself, but indeed, the entire computer industry. By describing the individuals who played a key role in this saga and the organisational processes, policies, and values that influenced JAVA''s evolution, the case allows a detailed examination of how Sun Microsystems encourages technological innovation and new business development. One key lesson is that breakthrough innovations often do not pay in the way originally anticipated. This indicates that organisations have to balance the need to remain focused on business opportunities against the need to remain flexible to allow innovative ideas to take root.
Location:
Industry:
Size:
USD10 billion, 27,000 employees
Other setting(s):
1990-1996
About
Abstract
This case gives a detailed account of the development and introduction of what eventually became known as the JAVA programming language at Sun Microsystems over the 7-year period 1990 to 1996. Started initially as the brainchild of a few restless employees, this effort went through several reincarnations (and a near-death experience!) to emerge as a force that may not only transform Sun Microsystems itself, but indeed, the entire computer industry. By describing the individuals who played a key role in this saga and the organisational processes, policies, and values that influenced JAVA''s evolution, the case allows a detailed examination of how Sun Microsystems encourages technological innovation and new business development. One key lesson is that breakthrough innovations often do not pay in the way originally anticipated. This indicates that organisations have to balance the need to remain focused on business opportunities against the need to remain flexible to allow innovative ideas to take root.
Settings
Location:
Industry:
Size:
USD10 billion, 27,000 employees
Other setting(s):
1990-1996