This case is primarily intended for use in the corporate strategy section of a business policy or competitive strategy course. It can be used as an overview of the many decisions and actions that an organization has to undertake to sustain a competitive advantage. This case can also be used to augment discussions of strategic analysis, specifically both internal and external environmental analysis and strategic formulation. The case is rich enough for advanced and graduate students, and has been developed in a manner that will allow students to diagnose the root(s) of the company’s issue(s) as detailed in the case, and then form opinions and suggestions for any strategy that the company should pursue. In doing this, students should consider the activities, history, and goals of the company as presented. It would be effective at the business strategy level, especially, to discuss the implications of industry life cycles, and at the corporate strategy level to discuss implications of diversification. The case also lends itself to discussions of strategic implementation and the effect of leadership on innovation. In late 2016, Blackberry stock has been trading for less than $7.9 a share that is only a fraction of $139, which is a drop of 94% since 2008. The competitive landscape shifted in recent years, and BlackBerry lost its strong position in the industry. The company faced a severe reduction in hardware revenues and mobile subscribers. BlackBerry Limited hired John Chen, a turnaround specialist, as its new CEO to get former dominating smartphone producer back to profitability. Soon after joining the company, Mr. Chen formulated a turnaround plan that emphasized focus on corporate and government enterprises. This new plan significantly reduced the company’s operating costs. After Mr. Chen started turning the wheel, BlackBerry appeared to be stabilizing, but the sustainability of his strategy was still a big unknown. [ABSTRACT FROM AUTHOR]