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Latest Case Studies
Case Study General Management Global Business Strategy Digital
Novartis: The right prescription for a pharma company?
In June 2022, pharmaceutical giant Novartis AG announced it was cutting 8,000 jobs, i.e., 7% of its global workforce, as part of a restructuring plan that involved integrating its pharmaceuticals and oncology units into an Innovative Medicines business. By reorganizing as separate US and international commercial setups, making operational improv…
By Amit M. Joshi and Ivy Buche
©2022
Novartis: The right prescription for a pharma company?
By Amit M. Joshi and Ivy Buche
©2022
Summary
In June 2022, pharmaceutical giant Novartis AG announced it was cutting 8,000 jobs, i.e., 7% of its global workforce, as part of a restructuring plan that involved integrating its pharmaceuticals and oncology units into an Innovative Medicines business. By reorganizing as separate US and international commercial setups, making operational improvements and reducing duplications in the business, the company’s goal was to increase focus, strengthen competitiveness and drive synergies. According to market analysts, Novartis stock was undervalued. CEO Vasant Narasimhan was driving a strategy for Novartis to become a 100% medicines company powered by advanced therapy platforms and data science. He carried out bolt-on acquisitions, investing approximately $30 billion since 2018 in more than 10 deals. However, the company faced several challenges: integrating the acquired companies, stiff competition from peers, a looming patent cliff, setbacks in clinical trials of innovative drugs, scandals around kickbacks, data falsification and price collusion, and a recent overhaul of the top management team following the restructuring moves. While the makeover of Novartis was underway, the CEO had to chart the strategic roadmap to power the next phase of innovation, growth, productivity and value creation. What would the roadmap look like? What should the company prioritize for the short term and initiate for long-term success?
Copyright ©2022
Copyright owner IMD Copyright
Organization Novartis
Industry Health Care, Pharmaceuticals
Language English
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Case Study Business to Business China Digital Disruption General Management Strategy
Midea: The digital transformation of a home appliances giant
Over the past decade, Asian companies have been launching accelerated and wide-ranging digital transformation initiatives. This has enabled some of them to become leading national and even international players, as well as digital pioneers in their respective industries. This case examines the successful digital transformation undertaken by the…
By Mark J. Greeven Yunfei Feng and Wei Wei
©2022
Midea: The digital transformation of a home appliances giant
By Mark J. Greeven Yunfei Feng and Wei Wei
©2022
Summary
Over the past decade, Asian companies have been launching accelerated and wide-ranging digital transformation initiatives. This has enabled some of them to become leading national and even international players, as well as digital pioneers in their respective industries. This case examines the successful digital transformation undertaken by the Chinese company Midea, one of the world’s leading home appliance manufacturers. By digitally transforming the company, Midea improved its financial performance and reshaped its business on a wider scale. While many cases that address digital transformation focus on the early phases of the process, Midea’s case illustrates a successfully completed digital business transformation. This allows participants to have an overview of the entire digital transformation journey and see what the potential outcomes might be.
Copyright ©2022
Copyright owner IMD Copyright
Organization Midea
Industry Consumer Goods, Home Appliances
Language English
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Case Study Entrepreneurship Family Business Leadership Sustainability Diversity and Equity and Inclusion
Maria Ahlström-Bondestam: Together everyone achieves more (Video case)
This case presents the unique approach to philanthropy of the Ahlström family. A group of 25 fifth-generation female Ahlström family members founded the Eva Ahlström foundation in 2010, in the name of the family matriarch Eva Ahlström (1848–1920), who was a big contributor to society in her time. This led to the establishment of the Ahlström Col…
By Peter Vogel and Malgorzata Smulowitz
©2022
Maria Ahlström-Bondestam: Together everyone achieves more (Video case)
By Peter Vogel and Malgorzata Smulowitz
©2022
Summary
This case presents the unique approach to philanthropy of the Ahlström family. A group of 25 fifth-generation female Ahlström family members founded the Eva Ahlström foundation in 2010, in the name of the family matriarch Eva Ahlström (1848–1920), who was a big contributor to society in her time. This led to the establishment of the Ahlström Collective Impact in 2020. The uniqueness of the Ahlström Collective Impact lies in the power that comes from bringing all entities together under one umbrella, and letting purpose and values be the guiding principles that unite the Ahlström network. The core mission is to inspire, engage and involve everyone – employees and shareholders alike – to create a better understanding of what rights children have, and why and how their realization affects our businesses, our societies and our future.
Copyright ©2022
Copyright owner IMD Copyright
Organization Ahlstrom-Munksjö
Industry Manufacturing, Technology;Services, Real Estate;Manufacturing, Forestry
Language English
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Case Study Strategy Disruption General Management Leadership
Outpacing strategy and business trajectory management
Outpacing strategy, first described by IMD professors Xavier Gilbert and Paul Strebel, is based on the ability to shift strategic innovation between perceived product value (the quality of the value proposition) and delivered cost (the efficiency of the value delivery system). First movers with an outpacing strategy gain a competitive advantage …
By Paul Strebel
©2022
Outpacing strategy and business trajectory management
By Paul Strebel
©2022
Summary
Outpacing strategy, first described by IMD professors Xavier Gilbert and Paul Strebel, is based on the ability to shift strategic innovation between perceived product value (the quality of the value proposition) and delivered cost (the efficiency of the value delivery system). First movers with an outpacing strategy gain a competitive advantage because developing the required new capabilities takes time and effort. Outpacing requires selecting initiatives with the best combination of value creating potential and execution risk and sequencing them in accordance with several practice-based guidelines. Successful implementation demands organizational change management that takes into account the forces of change in the environment and the forces of resistance in the business. There are three classic implementation paths – two that succeed and one that repeatedly fails.
Copyright ©2022
Copyright owner IMD Copyright
Language English
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Case Study Disruption Strategy General Management
Industry breakpoints and business model evolution
Industry breakpoints were identified by IMD Professor Paul Strebel before the disruptive technology innovations described by Clayton Christensen. Breakpoints are characterized by “A new offering to the market that is so much superior that it changes the rules of the competitive game, accompanied by a sharp shift in the industry’s growth rate and…
By Paul Strebel
©2022
Industry breakpoints and business model evolution
By Paul Strebel
©2022
Summary
Industry breakpoints were identified by IMD Professor Paul Strebel before the disruptive technology innovations described by Clayton Christensen. Breakpoints are characterized by “A new offering to the market that is so much superior that it changes the rules of the competitive game, accompanied by a sharp shift in the industry’s growth rate and a dramatic realignment of market shares.” Divergent breakpoints often provide increasing customization: a multitude of pioneering offerings, offerings tailored to different customer segments, integrated products and services tailored to individual customers, and offerings co-created with customers. Convergent breakpoints often involve an increasing efficiency scope: initially an efficient system of volume delivery, process efficiency involving the whole organization, modular efficiency with standardized supplier inputs, and ecosystem efficiency integrating customers, suppliers and partners with a digital platform. Exploiting a new value proposition often requires a more efficient value delivery system and vice versa. Increasing customization can result in complex value propositions that create openings for specialized players to disrupt customization. New technology can create radically new business models that disrupt both customization and the scope of efficiency.
Copyright ©2022
Copyright owner IMD Copyright
Language English
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Case Study Disruption Entrepreneurship General Management Global Business Operations Strategy
Cross-cultural virtual collaboration (C): Italian rotogravure team
The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The t…
By Sameh Abadir and Nancy Lane
©2022
Cross-cultural virtual collaboration (C): Italian rotogravure team
By Sameh Abadir and Nancy Lane
©2022
Summary
The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The teams are given strict deadlines, budgets and operating constraints. The C case assigns the Italian team responsibility for manufacturing the rotogravure prototype.
Copyright ©2022
Copyright owner IMD Copyright
Industry Media, Printing and Publishing;Manufacturing, Packaging and Containers
Language English
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Case Study Disruption Entrepreneurship General Management Global Business Operations Strategy
Cross-cultural virtual collaboration (B): German flexographic team
The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The t…
By Sameh Abadir and Nancy Lane
©2022
Cross-cultural virtual collaboration (B): German flexographic team
By Sameh Abadir and Nancy Lane
©2022
Summary
The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The teams are given strict deadlines, budgets and operating constraints. The B case assigns the German team responsibility for manufacturing the flexographic prototype..
Copyright ©2022
Copyright owner IMD Copyright
Industry Media, Printing and Publishing;Manufacturing, Packaging and Containers
Language English
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Case Study Disruption Entrepreneurship General Management Global Business Operations Strategy
Cross-cultural virtual collaboration (A): Swiss project management team
The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The t…
By Sameh Abadir and Nancy Lane
©2022
Cross-cultural virtual collaboration (A): Swiss project management team
By Sameh Abadir and Nancy Lane
©2022
Summary
The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The teams are given strict deadlines, budgets and operating constraints. The A case mandates the Swiss team with overall responsibility for managing the production of the two prototypes.
Copyright ©2022
Copyright owner IMD Copyright
Industry Media, Printing and Publishing;Manufacturing, Packaging and Containers
Language English
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Case Study Digital Disruption Sustainability Global Business Leadership Strategy
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, presented during the recent two-day Capital Markets Event, were positive, and the company’s progress on…
By Niccolò Pisani and Inès Augier
©2023
Future-proofing HEINEKEN: The EverGreen strategy
By Niccolò Pisani and Inès Augier
©2023
Summary
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, presented during the recent two-day Capital Markets Event, were positive, and the company’s progress on…
Copyright ©2023
Copyright owner IMD Copyright
Organization HEINEKEN
Industry Consumer Goods, Beer
Language English
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Case Study Disruption General Management Global Business Strategy
Swarovski: How to shine through stormy weather?
It was on Monday. 4 July 2022, when Swarovski’s newly appointed, first-ever external CEO, Alexis Nasard, began his challenging journey of guiding the company back to a profitable growth trajectory. In past years, Swarovski experienced strong market growth and share gains from its well-established position in the costume jewelry segment. However,…
Swarovski: How to shine through stormy weather?
Summary
It was on Monday. 4 July 2022, when Swarovski’s newly appointed, first-ever external CEO, Alexis Nasard, began his challenging journey of guiding the company back to a profitable growth trajectory. In past years, Swarovski experienced strong market growth and share gains from its well-established position in the costume jewelry segment. However,…
Copyright ©2023
Copyright owner IMD Copyright
Organization Swarovski
Industry Consumer Goods, Luxury Goods and Jewelry
Language English
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Case Study Corporate Governance Strategy Sustainability Diversity and Equity and Inclusion
Multi-stakeholder governance at Better Cotton
Better Cotton was founded in 2005 to set standards for cotton production, with a goal of facilitating ethical, environmental and development-friendly agricultural practices. As multiple players come under increasing pressure to address social and environmental issues across their supply chains, Better Cotton aims to engage all actors to work tog…
By Didier Cossin and Sophie Linguri Coughlan
©2022
Multi-stakeholder governance at Better Cotton
By Didier Cossin and Sophie Linguri Coughlan
©2022
Summary
Better Cotton was founded in 2005 to set standards for cotton production, with a goal of facilitating ethical, environmental and development-friendly agricultural practices. As multiple players come under increasing pressure to address social and environmental issues across their supply chains, Better Cotton aims to engage all actors to work together. The Better Cotton Standard System was developed as a holistic approach to sustainable cotton production that addresses the three pillars of sustainability: environmental, social and economic. The organization works to build capacity by working with local partners to train cotton farmers worldwide in more sustainable farming practices that improve their livelihoods and protect and restore the environment. Its assurance model aims to balance scalability with cost effectiveness. Its Chain of Custody system matches supply and demand by tracing transactions throughout the supply chain. Better Cotton subscribes to a multi-stakeholder governance model, bringing stakeholders together to participate in dialogue, decision making and implementation of responses to joint problems. By seeking input from multiple types of actors involved in a question, the eventual consensual decision gains greater legitimacy, and it can be more effectively implemented than a response by any single actor. Multi-stakeholder governance requires balancing representation with the need for efficiency and effectiveness in developing and implementing strategy. The case allows for a discussion on the extent to which the BetterCotton governance model is aligned with its strategy and mission, and more broadly, how to design governance for multi-stakeholder organizations.
Copyright ©2022
Copyright owner IMD Copyright
Organization Better Cotton
Industry Manufacturing, Textile
Language English
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Case Study Strategy Sustainability
Coca-Cola Içecek: The Turkish bottler thriving on volatility
CCI was The Coca-Cola Company’s local partner operating in Turkey and Central Asia. By the mid-2000s, CCI had grown from a single-country bottler to a multinational enterprise. Burak Başarır, CEO since 2014, had been the main driver in the transformation. Early in 2020, Başarır had just completed a successful investor tour when governments worl…
By Patrick Reinmoeller Susan Goldsworthy and Nancy Lane
©2022
Coca-Cola Içecek: The Turkish bottler thriving on volatility
By Patrick Reinmoeller Susan Goldsworthy and Nancy Lane
©2022
Summary
CCI was The Coca-Cola Company’s local partner operating in Turkey and Central Asia. By the mid-2000s, CCI had grown from a single-country bottler to a multinational enterprise. Burak Başarır, CEO since 2014, had been the main driver in the transformation. Early in 2020, Başarır had just completed a successful investor tour when governments worldwide began to announce Covid-related lockdowns. CCI’s investors wanted Başarır to continue delivering increased performance and the international growth strategy, while doing more for environmental, social, and corporate governance (ESG). Başarır wondered whether he should focus on keeping employees safe, ESG or delivering the company’s financial and strategic objectives. He opted to do all three and the case follows him on this journey. Because this is a multifaced case, it can be used to teach strategy, leadership, and/or ESG.
Copyright ©2022
Copyright owner IMD Copyright
Organization Coca-Cola Içecek
Industry Consumer Goods, Food and Beverage
Language English
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Case Study General Management Sustainability Corporate Governance
Tyre Recycling Solutions: What goes around comes around
Old tires are cumbersome, environmentally unfriendly and materially complex. A cost-effective, sustainable technological solution for dealing with them could contribute significantly to the circular economy and generate major social and economic benefits. The Swiss-based company Tyre Recycling Solutions has developed a breakthrough technology wi…
By Salvatore Cantale Elisa Benito Olivier Ferrari Leila Khammari and Hongyu Li
©2022
Tyre Recycling Solutions: What goes around comes around
By Salvatore Cantale Elisa Benito Olivier Ferrari Leila Khammari and Hongyu Li
©2022
Summary
Old tires are cumbersome, environmentally unfriendly and materially complex. A cost-effective, sustainable technological solution for dealing with them could contribute significantly to the circular economy and generate major social and economic benefits. The Swiss-based company Tyre Recycling Solutions has developed a breakthrough technology with the potential to provide a solution. This case examines the pillars of the circular economy and the EU’s efforts to support it, presents the tire sector’s multifaceted ecosystem, leads the reader through the complex tire manufacturing process and the tire supply chain, and then discusses TRS’s proposed solution. Students will be asked to respond to the following question: How can TRS’s CEO make the company financially sustainable, so that it can make the tire industry sustainable?
Copyright ©2022
Copyright owner IMD Copyright
Organization Tyre Recycling Solutions
Industry Automotive, Tires
Language English
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Case Study Digital Strategy
RIMAC: How a Peruvian insurance company is scaling AI
Fernando Rios, CEO of RIMAC Seguros y Reaseguros (RIMAC), a leading insurance company in Peru, had been driving an intensive digital transformation at the company since 2018. By modernizing its IT infrastructure and support applications across critical business units, Fernando sought to deliver a superior customer experience through faster respo…
By Amit M. Joshi and Ivy Buche
©2022
RIMAC: How a Peruvian insurance company is scaling AI
By Amit M. Joshi and Ivy Buche
©2022
Summary
Fernando Rios, CEO of RIMAC Seguros y Reaseguros (RIMAC), a leading insurance company in Peru, had been driving an intensive digital transformation at the company since 2018. By modernizing its IT infrastructure and support applications across critical business units, Fernando sought to deliver a superior customer experience through faster response times, enhanced security, and improved business continuity and resiliency, especially throughout the pandemic. By 2022, the company had built a strong foundation from which to scale up its advanced analytics and AI capabilities to enhance its value propositions beyond insurance and focus on delivering well-being. This was in line with its newly articulated corporate purpose, “We protect your world; we promote your well-being.” Two questions remained uppermost in Fernando’s mind: How can RIMAC accelerate the democratization of the benefits of AI and advanced data analytics? / How will AI capabilities drive the company’s well-being agenda in the next three years?
Copyright ©2022
Copyright owner IMD Copyright
Organization RIMAC Seguros y Reaseguros
Industry Finance and Insurance, Insurance
Language English
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Case Study Business to Business Strategy General Management Human Resources Organizational Behavior
Innolume’s growth strategy requires a culture shift
The case tells the story of a strategic change and cultural shift at Innolume a start-up focused on unique laser production. George Gogolev, who represents the company’s investors, is attempting to move the company away from customized productions for niche applications to mass production for the datacom market. Innolume won the Prism award – th…
By Stefan Michel George Gogolev Erjena Keller Kristina Musienko and Tatiana Tsalolikhina
©2022
Innolume’s growth strategy requires a culture shift
By Stefan Michel George Gogolev Erjena Keller Kristina Musienko and Tatiana Tsalolikhina
©2022
Summary
The case tells the story of a strategic change and cultural shift at Innolume a start-up focused on unique laser production. George Gogolev, who represents the company’s investors, is attempting to move the company away from customized productions for niche applications to mass production for the datacom market. Innolume won the Prism award – th…
Copyright ©2022
Copyright owner IMD Copyright
Organization Innolume
Industry Materials, Semiconductors
Language English
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