Eli Lilly (Lecture 15)

1. Historically, what mistakes did Lilly make in Diabetes care?
2. Why were these mistakes made?
3. As you analyze what lessons Lilly needs to have learned from past experiences, apply these to the projects on Larry Ellingston's agenda. Is he pursuing the right opportunities? What should he do to assure the success of these new agendas?

3M (Lecture 14)

1. How has 3M's innovation process evolved since the company was founded? Why does an innovative company like 3m need to get closer to the customer?
2. What is the reason for doing Lead user research? Does it contradict other, traditional research methodologies?
3. Has the team applied the Lead User Research process successfully? Why or why not?
4. What should the Team recommend, the 3 new products or a new strategy? What are the risks?
5. How do you think the process could be improved?

Medtronic (Lecture 13)

1. What are some of the root causes of why Medtronic's lost its edge in the 70s and 80s?
2. Which of the improvements that Medtronic's initiated were most instrumental in turning the company around?
3. What do the concepts of "product line architecture" and "train schedule" mean in the pacemaker business? How generally applicable are these concepts?
4. What are the most crucial elements of the Medtronic's System that require senior management attention? What can be delegated?

Millenium Pharmaceuticals (Lecture 12)

1. What are the strategic goals of Millennium Pharmaceuticals?
2. What criteria would you use to select alliances?
3. What are the pros and cons of the Lundberg Alliance?
4. Based upon this analysis would you proceed with the alliance?
5. Is the growth of Millennium sustainable? What are some of the areas you would worry about that could limit growth?

Intel DRAM (Lecture 11)

1. What has Intel's technology strategy been with respect to DRAMs?  How does this compare to Intel's strategy with respect to other technologies?
2. Why did Intel lose its leadership in DRAMs?  Could this have been avoided?
3. How did the organization react to the dramatic loss of DRAM market share shown in Exhibit 4?
4. Evaluate the 4 questions laid out by Andy Grove on p 336 and answer the question: What should Intel do in 1985? Why?
5. How should Grove implement his decision?

Plus Development (Lecture 7)

This case addresses what are some of the advantages and pitfalls of joint ventures with companies of a different culture.  Please answer the following questions:

1. What is the difference in the way that the Japanese partner approaches product and process development and the way development is approached at Quantum?
2. How important is it to stay on schedule in such a product development effort and why?
3. How far behind do you think Plus Development is?  Develop a Plan of Action for the next few months.
4. Long term, what does Plus bring to the development effort?  Does the Partnership provide a foundation for a long-term competitive advantage?
5. Can you think of a way to improve the communication process?

Internet Time (HBS Case 9-697-052) (Lecture 6)

Primary Objective:  To show how normative processes must be reinvented to meet the needs of special circumstances To show the advantages of extreme leverage in the product development process, To show the Internet may be used both as a product and as an integral part of the process. In short, this case shows how products can be developed by very few people in a very short time in a competitive situation where if you slip- you lose. Be prepared to address the following questions:

1. What was the Internet market environment? 
2. What are the similarities and differences between the four approaches to product development? What drives these differences?
3. What new principles have been invented?
4. Who had the riskiest process and what were the risks?
5. Today, the situation in the Capital Marketplace has changed radically. If you were so bold as to start such a company (maybe with your own funds!) what would you change?
6. Can you think of examples from other industries or environments of product development at "hyper-speed"?

The Flight of the Kittyhawk (HBS 9-697-060) (Lecture 5)

How a company can anticipate a disruptive technology, do their marketing homework, form an appropriate partnership, follow the rules of product development and still not produce a successful product?

1. What would you rate as the strengths and weaknesses of the way HP structured and supported the Kittyhawk Development team
2. What do you think of the way the team set out to find a market for the Kittyhawk? What correct turns and wrong turns did they make?
3. What are the root causes of failure of the Kittyhawk program.
4. What should HP have done in hindsight?