When professor Tom Eisenmann first taught his newly released case on Google Glass at Harvard Business School, he asked his students which of three scenarios was most plausible: that Glass would catch on first in the enterprise setting, followed by gradual consumer acceptance; that adoption would be limited to early adopter “digerati” consumers; or that mainstream consumer adoption would happen rapidly.
Google’s Strategy vs. Glass’s Potential
What if smart glasses are ultimately an enterprise product?
May 28, 2014
New!
HBR Learning
Strategy Planning and Execution Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Strategy Planning and Execution. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
How to develop a winning strategy—and put it to work.
Learn More & See All Courses
New!
HBR Learning
Strategy Planning and Execution Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Strategy Planning and Execution. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
How to develop a winning strategy—and put it to work.