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Compact case
Case
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Reference no. 309-197-1
Published by: INSEAD
Originally published in: 2009
Version: 07.2009
Notes: Click here to access the video. This is only available to educators.

Abstract

This case challenges participants to apply key concepts of Blue Ocean Strategy implementation to overcome key organisational and management hurdles while leading a strategic shift. The case lays out how Braynesbridge Industries, a fictional conglomerate involved in the steel industry, recently launched a new strategy to break out of the red ocean of bloody competition in the industry. The new strategy, however, represented a significant departure from the status quo, which led to steep cognitive, resource, motivational, and political hurdles in the organisation. Hence, to implement the new strategy, BI executives had to overcome these four key hurdles. Despite this challenge, the case reveals that BI's management team successfully implemented the strategy fast and at low cost using tipping point leadership and fair process. BI's board of directors, very impressed with the new strategy and its successful implementation, is curious to learn the principles of tipping point leadership and fair process and how these apply to organisations.

Teaching and learning

This item is suitable for postgraduate and executive education courses.

About

Abstract

This case challenges participants to apply key concepts of Blue Ocean Strategy implementation to overcome key organisational and management hurdles while leading a strategic shift. The case lays out how Braynesbridge Industries, a fictional conglomerate involved in the steel industry, recently launched a new strategy to break out of the red ocean of bloody competition in the industry. The new strategy, however, represented a significant departure from the status quo, which led to steep cognitive, resource, motivational, and political hurdles in the organisation. Hence, to implement the new strategy, BI executives had to overcome these four key hurdles. Despite this challenge, the case reveals that BI's management team successfully implemented the strategy fast and at low cost using tipping point leadership and fair process. BI's board of directors, very impressed with the new strategy and its successful implementation, is curious to learn the principles of tipping point leadership and fair process and how these apply to organisations.

Teaching and learning

This item is suitable for postgraduate and executive education courses.

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