Autodesk in 2018: A Focused Future

By Robert E. Siegel, Robert A. Burgelman, Jeffrey Conn
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.
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