Knew Ulrich Simon, director of the Microscopy at Carl Zeiss AG, that his unit was disturbing from a threat, so he chartered a special team to tackle the industrial segment. With a high degree of autonomy, the project team developed an understanding of the market and challenge was to develop and execute on a new business plan. Simon gave the team enough freedom to develop new processes and priorities appropriate to the needs of the market segment, but he could not help but where … Read more »

Knew Ulrich Simon, director of the Microscopy at Carl Zeiss AG, that his unit was disturbing from a threat, so he chartered a special team to tackle the industrial segment. With a high degree of autonomy, the project team developed an understanding of the market and challenge was to develop and execute on a new business plan. Simon gave the team enough freedom to adequately develop new processes and priorities to the needs of the market segment, but he could not help but wonder if it continues as a stand-alone unit, or else he would need to make it into the mainline business integrate. He was also nervous about the plan itself. The team had set timelines and milestones, but now they had to execute and deliver thjeir first product next year.
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from
Willy Shih
Source: Harvard Business School
8 pages.
Release Date: 17 September 2012. Prod #: 613039-PDF-ENG
Digital Microscopy at Carl Zeiss: Managing Disruption HBR case solution