This field-based case uses the challenges facing Fluidigm Corporation, a publicly traded biotechnology company, to explore and analyze innovation-driven growth. Facing a number of headwinds—product backorders, strong competition, declining product demand, missed earnings, and an 87% stock collapse over 10 months—new CEO Chris Linthwaite needs to devise and share his turnaround strategy with the board of directors. He could recommend launching a new product, reallocating and reprioritizing R&D spend, cutting administrative costs, acquiring a new company or technology, or restructuring the company's capital structure. Which choice will lead to the quickest path back to profitability while driving long-term value creation for its various stakeholders? The case provides an opportunity to explore the tensions between short-run viability and long-run R&D and innovation.