Part 1 (Case Study 1): Assume that you are a partner with the management consultancy firm Macintosh & Company. You have been hired by John James who is the chief technology officer (CTO) of Acme Corporation. Acme is a very innovative and highly profitable high-tech firm. The firm has a track record for delivering a steady stream of breakthrough technology blockbuster products that meet with huge demand by customers worldwide (a blockbuster product generates global revenues of minimally US$1 billion). In the previous decade, Acme created five blockbuster products. In 2000, Acme launched the u-Pod. In 2003, the u-Box was introduced. The third blockbuster product, the u-Phone, was launched in 2005. In 2008, Acme created the u-Tool. The latest success product is the u- Pad, which was introduced in 2010. Due to the huge commercial success, Acme's CTO was able to expand his research and development (R&D) staff from 50 engineers in 2008 to 150 in 2013. Acme attracted the brightest engineers because it is one of the most desirable employers. These highly talented engineers produce a continuous stream of innovative ideas. As a result, John currently has to manage a R&D portfolio that has grown to more than 80 promising projects. Although R&D staff capacity was expanded, John's resources, in terms of people and financial funds, are insufficient for handling this large number of R&D projects. Acme's current R&D pipeline is literally cluttered with projects that compete for scarce resources that are critical to transform ideas with potential into real product prototypes. Acme's CTO has a personal target, with bonus, to deliver at least one blockbuster product (revenues over US$1 billion) every four years. John is becoming increasingly pessimistic whether a new blockbuster product can be launched before 2014. That would be four years after the last blockbuster: the u-Pad. Questions for Part 1: 1. Identify the disturbing event and result gap. Formulate and justify the key question. 2. Create a logical structure of possible solutions for the client's key question. This structure should have three to five items at each level. Draw this structure of possible solutions. 3. Draw an output slide with fictitious (imagined) data to present the findings of your analysis. The slide should be complete and ready to present