Niantic Labs and the Professional Entrepreneur in the Silicon Valley: Google, Pokémon Go, and Beyond (Consolidated)
by Jerome S. Engel
This case series focuses on the entrepreneurial career of John Hanke, a 1996 MBA graduate of the Haas School of Business at the University of California, Berkeley and a professional entrepreneur. The case series' primarily centers on Hanke's most recent venture—San Francisco-based Niantic Labs that develops augmented reality (AR) games for use on smart phones—and tells the storyline in three distinct cases: The (A) case explores whether Hanke should spin Niantic out of Google in 2015; the (B) case asks what strategic choices Niantic should undertake, immediately following the successful launch of its Pokemon Go game in Summer 2016; and the (C) case ponders how should Niantic further execute on its strategy of scaling up in 2019, especially with the advent of G5 technology. There are also additional sub-themes in the case series that make this a potentially discussion-rich case for classroom use: (1) How the different components of the 'Cluster of Innovation' ecosystem in the San Francisco Bay Area impacted Hanke’s career, starting from the time when he first enrolled at Berkeley-Haas in Fall 1994 up to his current situation now; (2) How Hanke successfully created several start-ups prior to Google acquiring his third one, Keyhole, an 3-D online mapping company, in 2004 and then rebranding it as Google Earth; (3) How he was able to scale-up Google’s Geo-products division over an eight-year period and within a large corporate setting by applying the concepts of 'lean start-up', 'open sourcing', and 'open innovation' that led to the eventual success of Google Maps and Google Street View; (4) The importance of 'organizational alignment and fit' with Hanke managing the transition of his core teams, through Keyhole's acquisition, success within Google with the Geo Division, and ultimate spin-out of Niantic and its emergence as an independent company when scale no longer offset the benefits of entrepreneurial stand-alone flexibility; and (5) the importance of 'grasping the power of new technologies converging and impacting the consumer market.'
Illustrates the opportunities and applications of using design thinking for business model innovation in an established professional sports business.
Pub Date: January 1, 2020
Subjects: Business model innovation, Design thinking, Marketing, Pricing, Business models
Product #: B5951-PDF-ENG
Geography: California, Silicon Valley
Length: 21 page(s)
Berkeley Haas Case SeriesFollowThe Berkeley Haas Case Series is a collection of business case studies written by faculty members at the Haas School of Business. Cases are conceived, developed, written, and published throughout the year, on subjects ranging from entrepreneurship and strategy to finance and marketing. Each case includes a teaching note for use in the classroom.