In 2006, Vale continued on its path to change from being an iron ore mining company, with a “state-owned” Brazilian mindset, to one that is characterized as a “global, diversified mining” company. This case explains the changes Vale made in its structures and processes to support its vision of becoming a truly global, diversified mining company.
Vale going global (A)
Summary
This case sets up the context of a push for changing the culture of Vale, the Brazilian iron ore mining company. In 2001, Vale began a journey to c...
Reference
IMD-4-0312
Copyright
©2012
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Vale going global (B)
Summary
In 2006, Vale continued on its path to change from being an iron ore mining company, with a “state-owned” Brazilian mindset, to one that is charact...
Reference
IMD-4-0313
Copyright
©2012
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Six signs of a parent-child dynamic at the office
For managers and teams, this is an unhealthy rapport. Here’s how to stop rolling your eyes and start treating each other like full-fledged adults. To prepare for an upcoming program with a global chemicals company, I conducted a series of intervie...
By
Jennifer Jordan
17 June 2024
To become a better leader, learn to master emotions hardwired from childhood
Summary
We are all at the mercy of behaviors ingrained from our earliest years. Nik Kinley and Shlomo Ben-Hur offer practical steps to help you identify and overcome your emotions to reach your full potential
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責任あるAIを組織に実装する4つのステップ
Summary
In Europe, AI regulation laws have been approved, and the establishment of AI ethics and the incorporation of responsible AI into organizations have become urgent issues for companies. However, putting this into practice is by no means easy. There...
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Are you a pessimistic leader? Brain science shows how to recognize and change it
Summary
Are you more of an optimist or a pessimist? It’s important to realize because as a leader, it can affect not just you and how you think, but also the culture you create and what the people you lead focus on. We can all be pessimistic sometimes, in...
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What sets genius teams apart: A look at the psychology of the most effective executive teams
Summary
The most successful executive teams can achieve outsized outcomes, but they can also be challenging to manage and be a part of. The author, a psychologist who has worked with executive teams for over 20 years, explains what sets the best teams apa...
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Governance at WeWork: Adam Neumann’s erratic behavior
Summary
This is a fascinating case about Adam Neumann’s problematic behavior, which led to the downfall of WeWork, once one of America’s most valued startups.
Reference
IMD-7-2591
Copyright
©2024
Copyright owner
IMD Copyright
Organization
The We Company
Industry
Services, Real Estate
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Six signs of a parent-child dynamic at the office
Summary
For managers and teams, this is an unhealthy rapport. Here’s how to stop rolling your eyes and start treating each other like full-fledged adults. To prepare for an upcoming program with a global chemicals company, I conducted a series of intervie...
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Civilia Engineering: Cultivating value through a data-driven culture
Summary
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 and prepare their infrastructure and culture for the AI age. This case study discusses the initiatives developed and rolled out by Marianne Galvin, initially Head of Data Office and then VP of Digital Transformation, as she worked to turn Civilia Engineering into a data-driven company. The case explores what Marianne put in place over her first 22 months with the company. This included: Governance structures and an educational program that proved to be highly popular. As the initiatives took root, Marianne and her team began to gain acceptance of use cases and dashboards for data-driven decision making but there were still several challenges to overcome, in particular how to work with an IT team more focused on architecture and improving legacy systems. The case closes as Marianne looks ahead to 2024, outlining what still needs to be done to gain digital and data maturity. The case provides a comprehensive understanding of the critical aspects of building a data-driven organization, particularly focusing on the interplay between value, data, and people. Through this case, learners will develop a nuanced understanding of the three pillars that sustain data-driven organizations, how to create a data-centric culture, how to avoid pitfalls in data-science projects and the nuances of digital transformation in non-digital organizations. They will be equipped with the knowledge and skills necessary to effectively lead and contribute to the building of data-driven organizations, fostering an environment that embraces data-centric decision-making and successfully navigates the complexities of digital transformation in an increasingly data-driven world.
Reference
IMD-7-2548
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Civilia Engineering (Disguised)
Industry
Construction and Engineering, Civil Engineering
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Human error, crisis management and business continuity: Flight KE007
Summary
In 1983, Korean Air Lines Flight KE007, a Boeing 747, suffered a tragic fate that claimed the lives of all 269 passengers and crew. Against the backdrop of Cold War tensions, the aircraft experienced an autopilot failure and veered significantly off course into Soviet airspace. The crew’s missteps led to a series of misinterpretations because there was a lack of awareness of geopolitical intricacies and technological constraints. Confusion was triggered as a result of Flight KE007 entering Soviet territory during a heightened state of alert for a missile test, miscommunications, and a malfunctioning radar system. Soviet fighter jets, unable to establish communication, fired warning shots. When Flight KE007 sought altitude clearance, in accordance with its flight plan, this maneuver was misread as evasion and the Soviet military launched a missile that downed the aircraft. Post-incident, the Soviets maintained secrecy, attributing the intrusion to ongoing provocations. However, this catastrophe was the catalyst for pivotal advancements in air safety. The Reagan administration pledged to introduce GPS for civil aviation by 1988, which would afford precise global positioning. Interim measures included the extension of US military radar coverage and the establishment of a joint air traffic control system in 1986, with the Soviet Union monitoring civilian air traffic over the North Pacific. The narrative unfolds at the intersection of aviation, politics and global security in the early 1980s. Beyond technical and human factors, it underscores the profound impact of international relations and the subsequent strides in air safety emerging from this poignant chapter in aviation history.
Reference
IMD-7-2551
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Korean Airlines
Industry
Travel and Leisure, Airlines and Aviation
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
The reconnection process: Mobilizing the social capital of dormant ties
Summary
Prior research has identified the value of reconnecting dormant ties (i.e., people you used to know), allowing individuals to refresh relationships and mobilize the value inherent in a tie (i.e., its social capital). However, less well understood ...
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Has Elon Musk X’d out?
Summary
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...
Reference
IMD-7-2537
Copyright
©2024
Copyright owner
IMD Copyright
Organization
X (Former Twitter)
Industry
Social Media
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications