Autodesk in 2018: A Focused Future
2018
| Case No.
SM310
| Length
22 pgs.
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.
Learning Objective
Students will discuss what happens when a new leader assumes control of a company in a highly competitive, rapidly changing industry. Teaching goals include executive decision-making, the cultural ramifications of such decisions, workforce motivation and cultural transformation, the importance of company mission and purpose, considerations when shifting to a Software as a Service business, and strategic planning in times of industry innovation.
This material is available for download by current Stanford GSB students, faculty, and staff, as well as Stanford GSB alumni. For inquires, contact the
Case Writing Office.
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