Faculty & Research

Facilitating faculty research and case development on an international scale

Our unprecedented network of research centers and regional offices in key areas of the world enable faculty to work with leaders, industry, government, and academia worldwide, and to learn from business challenges and innovations wherever they occur. Through sustained work in the field, faculty are provided the opportunity to immerse themselves in the culture and values – as well as intricacies and nuances – that lead to truly meaningful and insightful global research.

Research Centers & Offices

More than half the faculty are actively involved in international research, developing high-impact cases and course materials on relevant global issues and innovations.

New Research

June 2021
Case

Suzhou Good-Ark Electronics: Creating and Implementing a Sage Culture

By: Sandra J. Sucher, Nien-he Hsieh, Susan J. Winterberg, Nancy Hua Dai and Shalene Gupta

Suzhou Good-Ark, a Chinese semiconductor implemented "Sage Culture" management based on traditional Chinese philosophy. Productivity doubled, turnover decreased, and employee satisfaction shot up. By 2015, more than 2,000 companies had toured Wu’s factories, and Wu had established a small consortium of companies that trained with Wu to implement Sage Culture management in their own companies. However, as Sage Culture drew heavily on the Chinese culture, would it work outside of Good-Ark and outside of China? Moreover, since Wu required the business leaders who joined the consortium to make a personal commitment to transforming themselves, would it be a worthwhile investment? Tjioe Ka In, Executive Director of Tung Lok Group based in Singapore, would have to evaluate whether to adopt this style of management in her own company.

June 2021
Case

Mobileye 2021: Robotaxi and/or Consumer AV?

By: David B. Yoffie, Danielle Golan and Nicole Tempest Keller

In March 2021, Amnon Shashua, co-founder and CEO of Israel-based Mobileye, was preparing to meet with Intel’s new CEO, Pat Gelsinger, to review plans for the future. Mobileye had been acquired by California-based Intel in 2017, but still operated independently. Mobileye was the global leader in vision technology for Advanced Driver Assistance Systems (ADAS) with a 70% market share and $1 billion in revenue. However, for Shashua, ADAS was just the first step towards his dream of leading the autonomous vehicle (AV) revolution. It was this vision that led Intel to acquire Mobileye for $15.3 billion. Shashua’s challenge was that consumer AVs were still years away due to concerns over safety, regulation, cost, and consumer acceptance. A nearer term use case for AVs was the robotaxi market - fully autonomous, driverless taxis. Shashua and his team were excited about the potential of robotaxis to change the future of mobility, projecting that the market would grow to $160 billion globally by 2030. Mobileye believed that it could generate at least $15 billion in annual robotaxi revenue by the end of the decade. Equally important, Shashua viewed robotaxis as a necessary first step toward consumer AVs. Mobileye could use its experience in robotaxis to improve AV technology, address regulatory challenges, and build high definition maps. The long-term question facing Mobileye was whether to: 1) invest billions of dollars to build-out a global, vertically integrated robotaxi business; 2) use robotaxis as an opportunity learn and then revert back to a horizontal supplier of AV chips and software; and/or 3) do both? During most of Intel’s history, the company had been a horizontal semiconductor company which avoided vertically integrating into its customers’ businesses. Should Shashua make the case that it was time for a change - and Intel should run a full-stack vertical robotaxi company? Each strategic choice had different capital requirements, risk profiles, and margin opportunities. Shashua needed to decide which direction to recommend to Gelsinger.

June 2021
Case

Akira Fukabori and Kevin Kajitani at avatarin (A) (Abridged)

By: Linda A. Hill and Emily Tedards

In 2016, Akira Fukabori and Kevin Kajitani, aeronautical engineers at All Nippon Airways Co., Ltd., began to wonder why, in a world of accelerating globalization and digital connectivity, those who lived in far-remote villages or impoverished urban areas could not access high quality education or healthcare. They believed that with a faster, cheaper mode of transportation, they could democratize the world’s resources—bring the right people or resources together to the right places at the right time. Although teleportation was still the “stuff of science-fiction,” teleporting human consciousness and skills to remote locations through robots was not. Their vision was to build an “avatar service platform”—a global infrastructure of general-purpose avatar robots that humans could rent, like Uber or AirBnB, to perform surgery, defuse a bomb, visit elderly grandparents, attend school, or vacation in distant physical environments. In Akira and Kevin’s eyes, ANA was in the mobility business, not just the airline business. They influenced senior management to invest $22 million to fund the ANA AVATAR XPRIZE and, with ANA’s support, built a global avatar ecosystem of technologists, start-ups, corporates, non-profits, and government, including the Japanese Aerospace Exploration Agency. As they worked to advance the technology and regulatory landscape, they also generated demand for avatar services—for that, they needed to change the mindset of the general public. By 2020, the “ANA AVATAR” program, as they called it, had made significant progress, and Akira and Kevin initiated the process to spin out of ANA, and launch a start-up, “avatarin.” Then, COVID-19 upended reality. The years they thought it would take to create widespread demand for avatar-enabled telepresence had evaporated. Now, the question was, how should they deploy their start-up team to meet the humanitarian need, investor, and partner expectations? How should they respond to the demands of this unprecedented moment in human history?

See all research

Global Colloquium for participant-centered learning

For senior faculty at top business schools in emerging economies who want to be trained in interactive methods of teaching and learning. GloColl comprises a seven-day session held on the HBS campus, followed by a three-day session held in two cities in Asia, Europe, or Latin America each year.

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Global

Faculty & Research

Facilitating faculty research and case development on an international scale

Research Centers & Offices

New Research

Suzhou Good-Ark Electronics: Creating and Implementing a Sage Culture

Mobileye 2021: Robotaxi and/or Consumer AV?

Akira Fukabori and Kevin Kajitani at avatarin (A) (Abridged)

Global Colloquium for participant-centered learning

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