The Chairman and Chief Executive Officer of Sun Microsystems, Inc., to fight, to the company he co-founded company into a profitable direction. There are strong indications that a new strategy is needed. Segments of Sun’s business is growing, but “open source” solutions and standardization of products drive sales to zero. Decisions include market focus, pricing and investment in new technologies. Demonstrates the role of management preferences and the limitations of an executive of a range … Read more »

The Chairman and Chief Executive Officer of Sun Microsystems, Inc., to fight, to the company he co-founded company into a profitable direction. There are strong indications that a new strategy is needed. Segments of Sun’s business is growing, but “open source” solutions and standardization of products drive sales to zero. Decisions include market focus, pricing and investment in new technologies. Demonstrates the role of management preferences and the limits of executive attention span / control. Both the Chairman and Sun’s success depends on an accurate assessment of the industry and the relative position of the partners, and the ability to generate creative solutions.
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Scott Jacobs
Prescott C. Ensign
Source: Ivey Publishing
13 pages.
Release Date: 3 March 2006. Prod #: 906M23-PDF-ENG
Sun Microsystems HBR case solution

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