This case examines the rapid rise of GoPro Inc. (GoPro) as a maker of rugged action cameras built around the “Be a Hero” identity. Initially positioned for extreme sports enthusiasts, the company became a global brand associated with immersive, first-person storytelling. As growth slowed, GoPro expanded into media, drones, and subscription-based services. Although these moves appeared logical, many struggled to gain traction or sustain growth. Rather than treating these outcomes as execution failures, the case highlights how organizational identity shaped which strategic moves were imaginable and credible. It asks whether firms could shift the stories they told about themselves and what happened when those stories both enabled and constrained adaptation.
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