When the pandemic suddenly displaced hundreds of students from INSEAD campuses, the INSEAD VR Initiative went into immediate action.  With courses shutting down at lightning speed,  everyone wanted a VR headset. The Hardware solution was narrowed down to two competing VR brands, Oculus by Facebook, and Pico, manufactured by a small Chinese hardware company. But instead of a simple decision based on price points and logistical availabilities, it was clear that the choice would be between two entirely different ecosystems. To make the right decision fast a coherent business strategy had to be developed, integrating the chosen ecosystem into the existing operational structure. This case is based on a framework developed by Andrew Shipilov, a professor of strategy at INSEAD.