This mini case sets up a debate about capitalism. Milton Friedman, in 1970, shared his view of the social responsibility of business to be increase its profits. This contrasts with Blackrock’s Larry Fink, who in 2018, 2019, and 2020 announced the era of purposeful capitalism. The case gets participants to think about stakeholder capitalism to meet societal demands. The key question posed at the end of the case is if there was a debate Fink meets Friedman, who has got it right for the future?
Addressing the Covid-19 crisis: The CEO agenda (Mini case)
Summary
This mini case talks about why we should not have been surprised by the COVID pandemic as the likelihood was foreseen and awareness raised several ...
Reference
IMD-7-2193
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©2020
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IMD Copyright
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English
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Climate change: How fast can change happen? (Mini case)
Summary
This case two opposite perspectives – the glass half full that through global collaboration and belief in scientific evidence of the ozone layer, t...
Reference
IMD-7-2194
Copyright
©2020
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IMD Copyright
Available Languages
English
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Distinguishing greening from greenwashing (Mini case)
Summary
This case explores the phenomenon of ‘greenwashing’ and how many companies communicate that they are serious about sustainability but how, in reali...
Reference
IMD-7-2196
Copyright
©2020
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IMD Copyright
Available Languages
English
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Friedman meets Freeman – Who got it right on the future of capitalism? (Revised) (Mini Case)
Summary
This mini case sets up a debate about capitalism. Milton Friedman, in 1970, shared his view of the social responsibility of business to be increase...
Reference
IMD-7-2197
Copyright
©2020
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IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
From crisis to the new normal (Mini case)
Summary
This mini case illustrates different sustainability examples and the repercussions and consequences and how these have changed over the years. It t...
Reference
IMD-7-2198
Copyright
©2020
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IMD Copyright
Available Languages
English
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Looking back from 2030: We turned the corner on climate - How did we get here? (Revised) (Mini case)
Summary
This mini case is a fictional version of the future that looks back from 2030 to how the world has tackled climate change. It is a reflective persp...
Reference
IMD-7-2195
Copyright
©2020
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Entrepreneurship through acquisition: Sébastien Perroud and the IAR Group
Summary
GENEVA (SWITZERLAND), AUGUST 2021. There was a lot at stake for Sébastien. This was the culmination of his 18-month NCA supported search journey to find a company to acquire. Instead of a single target, he was now faced with the prospect of acquiring 4 separate companies at once, consolidating them into a group. One, SAS, was bigger than the others but also faced significant financial issues. Hopefully he had identified three additional companies as acquisition targets, all profitable and with low levels of debt but individually a bit too small. Should he pursue all three as a single deal or add SAS for a four-company deal? In a last-ditch effort to figure out the best deal configuration, he ran some simulations about the potential returns of the group with and without the SAS turnaround. With those projections in hand, it was time to finalize the management buy-in proposal to present to the investment committee the following week.
Reference
IMD-7-2515
Copyright
©2024
Copyright owner
IMD Copyright
Organization
IAR Group
Industry
Finance and Insurance, Private Equity
Available Languages
English
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Mastercard 2023: Rewired for infinite optionality
Summary
In the 2010s, card processing – Mastercard’s flagship service – started showing signs of commodification as new, nimble players (typically, fintech startups thriving on digital) entered the payment processing space, and customer preferences evolved beyond plastic cards and traditional contact payments. To re-energize its central position and its ability to capture value, Mastercard – as the incumbent – had to make bold decisions. The case details Mastercard’s approach to conceptualizing and building a global platform ecosystem that upholds the principles and design elements of modularity (i.e. interoperability and scalability) and optionality. Today, Mastercard's services, based on application programming interfaces (APIs), integrate with a variety of platforms and offer flexibility to businesses that require customized payment solutions. All along, the company has accommodated a high level of internal disruption.
The case also explores the nature of Mastercard’s systematic collaboration with fintechs – players that often started out as competitors in specific parts of Mastercard’s value chain. It describes the company’s engagement with fintechs as fostering collaboration and co-creation and facilitating access; in other words, opening doors and sharing tools with partners. The case presents observations and quotes by CEO Michael Miebach, whose career trajectory at Mastercard – spanning Africa & Middle East experience, fintech partnerships, product management and the CEO role – sheds additional light on the philosophy and values that have driven the company’s transformation to a technology powerhouse and self-described original fintech.
Reference
IMD-7-2455
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Mastercard
Industry
Finance and Insurance, Financial Services
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Management myth-busters: Does culture really eat strategy for breakfast?
Summary
Culture eats strategy for breakfast is one of the most enduring truisms of management. But is it really the case? And what is culture anyway?
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Drei Ideen, um die Kostenexplosion im Gesundheitswesen wirklich zu dämpfen
Summary
The total costs of the Swiss healthcare system are rapidly approaching the CHF 100 billion mark per year. Now Switzerland is voting on November 24 on a further reform step. But that will not be enough. New ideas are needed.
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Strategy stack: An integrated approach to decision-making
Summary
The ways popular frameworks are used fall short in today’s rapidly changing environment. Here is a new way to make better-informed strategic choices.
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Bossard’s AI strategy for proven productivity (Cartoon case)
Summary
Bossard, a Swiss company founded in 1731, has successfully transitioned from a product-centric approach to one that offers services and solutions. It has achieved significant revenue growth despite economic challenges. Its brand promise, “proven p...
Reference
IMD-7-2575
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Bossard Holding
Industry
Manufacturing, Fasteners
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
The AI paradox: Will generative AI enhance or destroy the business model of 99designs.com? (Cartoon case)
Summary
99designs.com is a global platform connecting freelance designers with potential clients. The case study examines the potential impact of generative AI on 99designs’ business model. The platform uses a crowdsourcing approach that invites designers...
Reference
IMD-7-2505
Copyright
©2024
Copyright owner
IMD Copyright
Industry
Manufacturing, Graphic Design
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Putting the ‘G’ in ESG (and the ‘A’ in alpha)
Summary
Test your knowledge on ESG governance with our fun quiz! Learn how strong governance drives environmental and social success in investing. Take it now!
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How CEO’s drive saved car giant Ford from the scrapyard
Summary
Companies desperately in need of a turnaround in fortunes should take inspiration from the 2008 rescue mission by the then-new Ford boss Alan Mulally.
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Nature's ROI: Five key enablers for building a nature-positive business strategy
Summary
As the global environmental crisis reaches unprecedented levels, businesses face mounting pressure to act. But this challenge is also a major business opportunity. The companies that move quickly to tackle biodiversity loss will not only protect o...
Copyright
©2024
Copyright owner
Mixed Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications