This case describes the competitive dynamics between Steinway and Yamaha.
Climate risk is financial risk - Stay the course
Summary
Climate risk is financial risk and delaying action only increases costs. Despite backlash, the shift to a cleaner energy future must accelerate.
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A strategic thinking test for leaders - Brain Circuits
Summary
Take the strategic thinking test for leaders to assess your readiness and explore practical steps to strengthen this vital leadership capability.
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Energy transition: how to surf the wave of change
Summary
Future-ready organizations that focus on the energy transition and accelerate along with it will reap the benefits.
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From complexity to clarity: How ABB transformed its operating model (B)
Summary
The case study explores the second phase of ABB's 2018 to 2024 transformation journey to restore confidence in the underperforming conglomerate through a simplification of its structure and a focus on accelerating decision making. Under interim CEO Peter Voser and later Björn Rosengren (2020–2024), ABB decentralized operations, optimized headcount, enhanced accountability and empowered divisions to operate as independent businesses. Rosengren formalized the transformation as The ABB Way. On 1 August 2024, Morten Wierod assumed the role of CEO, inheriting a stronger, more agile ABB. To maintain momentum, the company needs to remain committed to operational excellence, relentless innovation and a strong customer focus. Moving forward, Wierod's key challenges include identifying strategies to build on the transformation's success.
Reference
IMD-2683
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Asea Brown Boveri
Industry
Manufacturing, Electric and Electronic Equipment
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Sandoz (B): The art of staying true to your mission
Summary
This case series explores Sandoz's spin off from Novartis, which was finalized on 4 October 2023. Case B looks at Sandoz once it has become independent. The hard work of figuring out the best way to spin off is done, a new strategy created, and some difficult choices made. But now how will CEO Richard Saynor and his leadership team ensure that Sandoz is fit for purpose?
Reference
IMD-2670
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Sandoz
Industry
Healthcare, Pharmaceuticals
Available Languages
English
Contact
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AI and Education - Future resilience
Summary
AI in education is rising fast. To minimize risks, schools must close the relevance gap and teach creative, analytical, and adaptable skills for future careers.
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Tariffs and Transformation - Swiss Watchmakers
Summary
Swiss watchmakers face 39% US tariffs, testing exports, pricing, and margins while driving shifts in luxury, resilience, and global diversification.
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Five key steps to accelerate your leadership career
Summary
Discover five key steps to accelerate your leadership career and learn how to amplify impact while navigating critical transitions.
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Sandoz (A): Breaking free to stand alone
Summary
This case series explores Sandoz's spin off from Novartis, which was finalized on 4 October 2023. Case A follows Richard Saynor's (CEO, Sandoz) ruminations as he builds the company strategy in preparation for the board's approval of Sandoz as a standalone company. The narrative outlines the key strategic areas that Richard, along with his senior leadership team, considered and which strategy was eventually approved by the board of directors (i.e. product portfolio mix), the direction of the growth strategy (i.e. top vs. bottom line approach), target geography regions and ownership model. Case A focuses on the dilemmas and considerations of each strategic area.
Reference
IMD-2669
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Sandoz
Industry
Healthcare, Pharmaceuticals
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
From complexity to clarity: How ABB transformed its operating model (A)
Summary
The case study explores the first phase of ABB's 2018 to 2024 transformation journey as it tackled longstanding challenges: financial underperformance, declining market confidence and inefficiencies in its complex matrix structure. To streamline operations, CEO Ulrich Spiesshofer initiated a restructuring of its main business areas in 2018, including the sale of the Power Grids business to Hitachi. However, the following April, Spiesshofer stepped down unexpectedly. Would the transition in leadership signal a continuation of the existing strategy, or did it indicate a complete shift in direction? How should the new leadership transform ABB?
Reference
IMD-2682
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Asea Brown Boveri
Industry
Manufacturing, Electric and Electronic Equipment
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications