Berkeley Haas Case Series
The Berkeley Haas Case Series is a collection of business case studies created by UC Berkeley faculty
Two UC Berkeley students forced into online classes during COVID-19 realized - due to their volunteer experiences championing educational equality - that younger students (K-12) could suffer social isolation and reduced learning opportunities. So, the undergrads brainstormed how to tackle new educational and emotional challenges pre-college students faced due to pandemic restrictions.
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This case centers on the startup Medinas Health, a technology company based in Berkeley, California that aimed to increase the efficiency of the medical equipment market in the U.S. Chloe Alpert, Medinas Health’s CEO, envisioned a more sustainable healthcare industry and aimed to reduce waste and improve the financial bottom-line of hospitals.
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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.
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Led by ThyssenKrupp CTO Reinhold Achatz, IDSA is an organization that seeks to set, diffuse, and implement a dominant global B2B data standard.
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Maire Tecnimont is an international leader in the engineering and construction of industrial plants.
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Goodbaby is an industry-leading manufacturer of juvenile products. Under a variety of brand names, nearly a third of the strollers in the world are designed and manufactured by Goodbaby.
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This case study follows the Spanish football club, FC Barcelona, as it starts to innovate and create an organizational structure for open innovation.
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Enel is one of the world’s largest electric utilities, based in Italy but operating in dozens of countries around the world. This case discusses the process of establishing a new subsidiary company inside Enel to lead the company towards digital transformation in eMobility.
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This case focuses on the Innovation Performance Management (IPM) methodology as a new approach whereby established and global companies, like Bosch, can use innovation to support strategic goals.
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Amyris has grown from a Silicon Valley startup to a global publicly-traded company who genetically programs yeast into chemicals used by more than 250 million consumers in over 2,000 brands. The company's path has included entering markets with new production solutions, learning how to lower risk through business partnerships, and expanding from B2B to B2C.
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From its inception, Salesforce, the cloud computing Customer Relationship Management (CRM) company, took a radically different approach to selling enterprise software than competitors such as Oracle and SAP.
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This case aims to introduce students to the 'design roadmapping' process that connects customer and user experience design with product and technology roadmapping to create an integrated plan for future growth and development.
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This case shows how ThyssenKrupp (tk) has altered its innovation process in recent years. CEO Heinrich Hiesinger has brought in a former colleague from Siemens, Reinhold Achatz, to lead a transformation of the R&D function at the company.
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This case focuses on the Ford Motor Company in Spring 2016 and how its then-CEO, Mark Fields, and his senior management team should best respond to several emerging disruptive technologies that will ultimately force the automaker to modify its current business model.
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The Berkeley-Haas Case Series is a collection of business case studies written by Haas faculty. Our culture and vision at the Haas School of Business naturally offer distinctive qualities to the Series, filling a gap in existing case offerings by drawing upon lessons from UC Berkeley's rich history and prime location in the San Francisco Bay Area. We seek to publish cases that challenge conventional assumptions about business, science, culture, and politics.
