Research &#038; Insights

Longevity: From buzzword to nascent business category paradox

Mitigating AI’s environmental impact: A path to sustainable innovation

Tech For Good

By Amit M. Joshi and Michael R. Wade

Beyond foresight; Imagining distant futures

Sovereign AI gets push it needs as control slips away from Silicon Valley

The National

By Michael R. Wade

How corporates and startups can unlock deep tech’s potential

Research: Gen AI changes the value proposition of foreign remote workers

HBR.org

By Michael R. Wade, Richard Baldwin and Benjamin Bjerkan Wade

How to find senior talent to grow your small-medium business

Three lessons the West can learn from China’s economic approach to AI

The Conversation

By Jialu Shan

ABN AMRO (B): The challenge of scaling self-organization

The B case picks up at the end of Case A. It’s now autumn 2022. Klaas Ariaans and Eric Jones, leaders within ABN AMRO’s Personal and Business Banking Division had been reflecting on the success of self-organization in their divisions. This new wor…

By Michael R. Wade and Lisa Simone Duke

Civilia Engineering: Cultivating value through a data-driven culture

No company can grasp the potential of AI until it has set up a data-driven culture enabling employees to create value from the insights that emerge from data analysis. This means that before setting up an AI strategy, organizations must transform …

By José Parra Moyano and Lisa Simone Duke

Digital transformation in Swiss public broadcasting (B): Pause or play at SRF?

Nathalie grappled with the divergent views in her head and from her team, evaluating a range of options: Persisting doggedly, halting completely, pausing temporarily, decelerating prudently or reconsidering and crafting a new strategy. The case d…

By Jim Pulcrano, Hana Disch, Adrian Jäggi, Danay Lea, Markus Sandmeier and Susanne Wille

By Stefan Michel and Kathe Sweeney

Has Elon Musk X’d out?

In 2022, Elon Musk, known for his innovative ideas and often compared to Steve Jobs, made a big move by buying Twitter for $44 billion. He then started transforming the microblogging platform, rebranding it as “X.” His goal was to turn Twitter int…

La Tour: Winning in the private hospital industry with value-based healthcare

This case describes the journey of a new CEO bringing an innovative vision and strategy to a for-profit hospital under new ownership. It shows the application of a value-based health outcome approach in this setting, focused on the strategic appro…

By Jim Pulcrano, Natasha Lucenay, Didier Boekraad, Barry W. Miller and Arnold Vetterli

Future-proofing HEINEKEN: The EverGreen strategy

Dolf van den Brink, CEO of HEINEKEN, left the company’s global headquarters in Amsterdam for a company retreat. Over the next three days, the entire executive team would gather to discuss the company’s future. The preliminary results for 2022, pre…

By Niccolò Pisani and Inès Augier

Celonis: Building a lean digital ecosystem

To maintain its position as the category leader in process mining and execution management, Celonis needed to be able to facilitate – or even automate – corrective measures on these processes to edge closer to process mining nirvana, i.e. a fully …

By Carlos Cordon, Benoit F. Leleux and Marc Chauvet

Celonis: The process mining unicorn

MUNICH, GERMANY, JANUARY 2019. Bastian Nominacher pondered how much Celonis had changed from its start in 2011, when he and his two co-founders were coding in a crammed 15-square-meter room in his flat. Reaching unicorn valuation felt “like drivin…

By Benoit F. Leleux and Marc Chauvet

Matas (A): Will the Danish retailer’s transformation ignite growth?

This case details the struggles of a traditional retailer (Matas) wrestling with the changing retail landscape. The Matas management team recognizes that the company’s offline retail business is under serious pressure. Top-line growth has flattene…

By Goutam Challagalla and Philip Charles Zerrillo

Matas (B): Will its digital transformation strategy succeed?

Case B presents the choices the company made and the execution issues it confronted. It shows that the CEO put online revenue growth at the center of the strategy. He also used “test and learn” budgeting process to avoid investing too much in stor…

By Goutam Challagalla and Philip Charles Zerrillo

Adidas: How to keep running fast in a post-Covid-19 world?

By the end of 2019 the adidas Group was solidly the world’s second largest multinational in the sportswear manufacturing industry. Following the successful implementation of a digital transformation initiated in 2015, the company enjoyed years of …

By Niccolò Pisani and Ornella Lupoi