This case is set within IBM Research efforts to build a computer that can successfully take on the rights of applicants to play Jeopardy Game Show! This opens up the machine named Watson has the wrong answer, "Toronto", a seemingly simple question during the championship match. Was the response reflects a strategic weakness, or was in fact in line with the design principles established by the development team? The point of view of students seeking to expand in the product development process. Traditional projects in software development begins with requirements gathering and analysis of problems, and writing detailed specifications. Jeopardy! There is another problem - it requires a probabilistic approach where there is no closed form solution. Instead of the statistical regularities in the data are important and there is no obvious way to display search volume. Such problems are becoming more common in data mining, optimization problems, and internet applications, where the goal is to find a good solution is acceptable in a short period of time when a deterministic approach may be less productive or impractical. We strive for students to recognize that product development can take many forms, and they are included on the creativity and the right organizational flexibility and thinking. The case underlines the key role of performance in the construction of a flexible system, which can be adjusted by means of experiments and testing, is steadily improving performance in the inclusion of new algorithmic ideas and new data sources. So, delves extensively in the analysis of the "Toronto" failure and why the answer that Watson production was rational thought out product strategy. This leaves students to judge community strategy and its applicability to business-critical applications.
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by Willy Shih Source: Harvard Business School 19 pages. Publication Date: September 6, 2011. Prod. #: 612017-PDF-ENG
