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Case
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Reference no. SM310
Published by: Stanford Business School
Originally published in: 2018
Version: 13 October 2018

Abstract

The purpose of this case is to look at Autodesk's cultural, organizational and technological challenges as the company undergoes a recent leadership transition. The case examines the strategic agenda enacted under Autodesk CEO Andrew Anagnost: the company's shift to a subscription business model, the digitization of the company's internal technology infrastructure and shift to cloud computing, and the disruptive convergence of the company's construction and manufacturing end-markets. Students will also be introduced to different methodologies regarding the optimal organizational design for technological innovation and product development. Students will additionally gain an understanding of the challenges a leader of a large, complex corporation faces to improve the company's culture and become a mission-driven organization.
Location:
Industry:
Other setting(s):
2018

About

Abstract

The purpose of this case is to look at Autodesk's cultural, organizational and technological challenges as the company undergoes a recent leadership transition. The case examines the strategic agenda enacted under Autodesk CEO Andrew Anagnost: the company's shift to a subscription business model, the digitization of the company's internal technology infrastructure and shift to cloud computing, and the disruptive convergence of the company's construction and manufacturing end-markets. Students will also be introduced to different methodologies regarding the optimal organizational design for technological innovation and product development. Students will additionally gain an understanding of the challenges a leader of a large, complex corporation faces to improve the company's culture and become a mission-driven organization.

Settings

Location:
Industry:
Other setting(s):
2018

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