• A case study of Arteconomy - Building a bridge between art and enterprise: Flemish businesses stimulate creativity and innovation through art

      Van den Broeck, Herman; Cools, Eva; Maenhout, Tine (2008)
      In a world where there has long since been more at play than functionality and cost price, we need creative innovation more than ever before. Organisations are trying to find ways to embed more creativity, more innovative potential and more entrepreneurship into the everyday running of their businesses. They are constantly in search of effective ways to make their organisation's culture better equipped for change. The Flemish non-profit organisation Arteconomy has developed a method for doing this, by bringing businesspeople and artists together in a series of particularly unique projects. In this case study, you can read about the philosophy that give rise to Arteconomy and the pioneering work that preceded it. The case describes two specific projects that provide a concrete illustration of the arteconomy approach in two Belgian textile firms: 'The Dragon of Deerlijk' at Promo Fashion and 'The Walk' at Concordia Textiles. The case study, and more specifically Arteconomy's approach, provides relevant material for discussion with students (level: Masters and MBA) and managers (in the context of executive business programmes) on: (1) change as an organisational process, and (2) how to stimulate employees' creative skills.
    • Case NewCo

      Clarysse, Bart (2003)
    • Dyneema, the superstrong polyethylene fiber

      Van Asten, Tim; Van Dingenen, Jan; Vanhaverbeke, Wim
    • Dyneema, the superstrong polyethylene fiber: teaching note

      Vanhaverbeke, Wim; Van Dingenen, Jan; Kirschbaum, Robert
    • How IT enables Business Model innovation at the VDAB

      Viaene, Stijn; Broeckx, Saskia (2012)
      This case study invites students to discuss strategic value creation through the use of IT. It raises issues of business model innovation, IT strategy, digital platforms, ecosystems, business-IT alignment, and leadership. The key character in the case is the CIO, Paul Danneels, who is ready to drive the strategic transformation of the VDAB, the Flemish Employment Agency, from a service provider to a labor market conductor. Starting from a firm understanding of the VDAB's strategic choices, students should be able to discuss the positioning and role of the IT department as well as its views on value delivery. The case also asks students to reflect on the desired features of the IT organization, the ways in which IT might help the VDAB to co-create value with other labor market actors, and any issues the CIO and the CEO should discuss in the near future.
    • Imec (A): creating value through a new approach to IPR Management

      Chesbrough, Henry; Vanhaverbeke, Wim (2008)
      This is the first of a two-case series (308-225-1 and 308-226-1). IMEC - a successful Belgian research institute in nano-electronics - represents an innovative and successful open innovation response to the growing challenges of technology innovation in the semiconductor industry. IMEC offers a creative public-private partnership approach to pursue new generation technologies, with the support of both public funds and industry membership funds.There are several issues that can be pursued through this case. How public and private sources of research funding work in practice? How academic research goals do or do not comport with industry research goals? How industrial research is organised in a capital intensive, rapidly advancing industry? The role that intellectual property can play in catalysing advanced research within an open innovation model? The role of business models, and how they enable and constrain research? The case shows how IMEC is confronted by an investment decision that is on an entirely different scale from anything undertaken before: whether or not to raise and invest more than US$1 billion to upgrade its facilities and equipment to research 300mm wafer semiconductor technology research. This particular setting opens up broader questions about IMEC's existing business model, its open intellectual property rights model, etc In this sense, this decision will force both the strengths and the limits of the IMEC model into the open.
    • Imec (B): Creating value through a new approach to IPR Management

      Odusanya, Lola; Chesbrough, Henry; Vanhaverbeke, Wim (2008)
      This is the second of a two-case series (308-225-1 and 308-226-1). IMEC - a successful Belgian research institute in nano-electronics - represents an innovative and successful open innovation response to the growing challenges of technology innovation in the semiconductor industry. IMEC offers a creative public-private partnership approach to pursue new generation technologies, with the support of both public funds and industry membership funds.There are several issues that can be pursued through this case. How public and private sources of research funding work in practice? How academic research goals do or do not comport with industry research goals? How industrial research is organised in a capital intensive, rapidly advancing industry? The role that intellectual property can play in catalysing advanced research within an open innovation model? The role of business models, and how they enable and constrain research? The case shows how IMEC is confronted by an investment decision that is on an entirely different scale from anything undertaken before: whether or not to raise and invest more than US$1 billion to upgrade its facilities and equipment to research 300mm wafer semiconductor technology research. This particular setting opens up broader questions about IMEC's existing business model, its open intellectual property rights model, etc In this sense, this decision will force both the strengths and the limits of the IMEC model into the open.
    • Incorporating New Business Opportunities at Eandis

      Varganova, Olga; Samii, Behzad (2017)
    • Innovating with career analytics and big data

      Viaene, Stijn; Danneels, Lieselot (2016)
    • Innovation for sustainable, profitable growth at Barry Callebaut

      Muylle, Steve; Baert, Caroline; Debruyne, Marion (2013)
    • IT enabled change: the TPI project at Philips

      De Graaf, Anouk; Vanhaverbeke, Wim (2001)
    • Open innovation at DSM: deciding about an external corporate investment in Sanus

      Vanhaverbeke, Wim; Engelen, Yvonne
      This negotiation case describes a situation in which an investment manager of a large chemical company (ACE) has to decide about a corporate venturing investment in a small high-tech start-up (Sanus). To win board approval for this investment, an ACE business unit (in this case, ACE Food Specialties) must write a letter of commitment. The investment manager of ACE Venturing cannot invest in the start-up without a MoU between the start-up and the business unit of ACE. This case provides the required information for a negotiation between the investment manager, the business unit manager, and the start-up's CEO. During the negotiation, students should discover that it is possible to draft an MoU which is beneficial for the two firms.
    • Siemens Enterprise Mis(s)Communications

      Muylle, Steve; Devoldere, Bart (2009)
      In December 2007, Danny VandeVyver, Regional Director of Marketing and Communication at Siemens Enterprise Communications, was given a board mandate to introduce OpenScape Unified Communications, a breakthrough concept for integrated professional communications, in his region. Together with a global marketing communications agency, VandeVyver considered three options for successfully unleashing this killer application in the Belgian test market. Based on the learning, the technology would then be rolled out in the South West Europe region. The case highlights the importance and complexity of integrated marketing communications and explores the possibilities of new social media in a B2B setting. Conventional wisdom in B2B integrated marketing communications (IMC) is challenged by novel approaches in which the Web and even a former Miss Belgium play an important role. We found the case to be highly useful for introducing and discussing effective B2B IMC campaign development through which managers and students can learn to identify and integrate key communication sources, messages, media, target audiences, and effects. The case is supplemented with a teaching note, three presentations, and four video snippets that illustrate how the technology works and showcases how the selected campaign was implemented. Key metrics and insights are shared.
    • Strategic innovation in the logistic real estate development business: Eurinpro

      Debruyne, Marion; Schoovaerts, Marie; Boute, Robert (2007)
      Eurinpro is a pan-European provider of tailor-made logistic real estate solutions. The case describes Eurinpro's history towards its current business model that deviates from established industry practice. The case highlights the different aspects of the business model and the unique structure and capabilities that Eurinpro has established to make it successful. The focus of the case is on the customer value model that Eurinpro developed. The question posed in the case is whether Eurinpro can sustain this model to keep up growth in the future.