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Report

IMD Sustainability Report 2019

Challenging what is and inspiring what could be

84 pages

July 2020

PRINTABLE PDF – 51MB

IMD’s inaugural Sustainability Report highlights our approach and contributions to a sustainable future. Through innovative pedagogy, actionable research, unique partnerships and cross-sector dialogue, IMD is driven to develop responsible leaders who build successful businesses that also deliver a positive impact on society and our planet.

As an Advanced Signatory of the Principles for Responsible Management Education, we share in this report our progress both in the way we influence global leaders and in the way we adapt our own practices to contribute to a more sustainable world.

Over the two years the report covers, we continued to strengthen our contribution to sustainability through our world-class faculty, programs, advisory services, research, culture and operations.

Highlights include:

Updated purpose, sustainability policy, and materiality framework
New research chairs
Books published on sustainability-related topics
Award-winning cases on sustainability
Sustainability in Family Business Award launched
Future of Our Planet alumni event
Enterprise for Society Center – joint venture with UNIL and EPFL
Silver rating awarded by Ecovadis

IMD will continue to encourage and help leaders and organizations to integrate both social and environmental considerations in their decision-making and actions to build more sustainable economies around the world.

IMD Chairman Michel Demaré and IMD President Jean-Francois Manzoni

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Article

Coordination, sensemaking, and idea work: How founding teams pivot their venture ideas

This study offers novel insights into how team structure and flexibility affect pivoting. It details how founding team coordination practices shape individual and collective sensemaking of feedback and efforts to improve a venture idea. Following ...

Team Dynamics Purpose

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March 2025, vol. 40, no. 2, 106472, https://doi.org/10.1016/j.jbusvent.2024.106472

Article

Reap the rewards - Rest and Recovery - Leadership

Great leaders prioritize rest and recovery by fostering strong team relationships and respecting out-of-work boundaries, ensuring employees can recharge and thrive.

Leadership

By Ronit Kark, Sabine Sonnentag and Laura Venz

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Article

Surviving the cut: What do you do when your coworkers get laid off?

Business traditionally emphasizes the consequences of downsizing on the leavers, but what happens to those who stay? In the aftermath of corporate restructures, 'survivors’ find themselves navigating a complex mix of emotions and uncertainty. Alys...

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Case Study

Nestlé Health Science: Building a healthy future towards 2030

Strategy General Management Global Business

By Niccolò Pisani, Elham Pazirandeh-Micol, Karine Richard, Liudmila Ost and Quentin de Rham

Article

CFO’s role - Driving Sustainability

Chanel Global CFO and IMD Executive in Residence Philippe Blondiaux explains how finance leaders can sustain a long-term focus on sustainability while addressing short-term challenges.

Luxury Sustainability

By Stéphane J. G. Girod

in I by IMD

Article

3 Questions to ask yourself - The Unexpected - CHRO

An increasingly complex business environment demands CHROs to be outward-looking, future-focused, and highly collaborative. Check your readiness using this three-point questionnaire and refer to the tips for guidance if in doubt.

Human Resources

By Lars Häggström

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Article

From Boomers to Gen Z - Lessons Every Generation Can Learn

Understanding generational differences is crucial to unlocking potential, retaining talent, and becoming a more effective leader.

Large Behavior Models - AI-Conditioned Robots

Large behavior models (LBMs) promise to be even more impactful than large language models, says IMD’s Tomoko Yokoi.

Artificial Intelligence

By Tomoko Yokoi

in I by IMD

19 February 2025

Coordination, sensemaking, and idea work: How founding teams pivot their venture ideas

By Eva Weissenböck Nicola Breugst and Anna Brattström
in Journal of Business Venturing March 2025, vol. 40, no. 2, 106472, https://doi.org/10.1016/j.jbusvent.2024.106472

Summary

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Team Dynamics

Purpose

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Nestlé Health Science: Building a healthy future towards 2030

By Niccolò Pisani Elham Pazirandeh-Micol Karine Richard Liudmila Ost and Quentin de Rham
Case reference: IMD-7-2636 ©2025

Summary

The board of Nestlé S.A. announced that Anna Mohl would become the CEO of Nestlé Health Science (NHSc) — a global leader in nutritional science — on 1 January 2024. She was delighted to hear about her new position but knew there was little time to celebrate. The pressure was on her to make timely strategic decisions to navigate some operating challenges while future-proofing the business for years to come. As Anna sat at her desk and looked out the large window, she began reflecting on how NHSc had grown under her predecessor, Greg Behar, who was instrumental in expanding it into new markets and establishing it as a well-known player in nutritional health solutions. Anna’s dilemmas boiled down to four main questions: Should the company choose organic or inorganic growth? What about market expansion and exploring potential outside North America? How to ensure continued product innovation via research and development (R&D) and potential acquisitions? Finally, how best to align sustainability goals with financial performance? And, of course, expectations were high and a lot was at stake. Anna was aware that the journey ahead would not be easy, but she was ready to tackle the challenges head-on, steering the company towards long-term success.

Reference IMD-7-2636

Organization Nestlé Health Science

Industry Healthcare, Health and Medical Services;Healthcare, Pharmaceuticals

Available Languages English

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Strategy

General Management

Global Business

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ABN AMRO (A): When culture drives transformation

By Michael R. Wade and Lisa Simone Duke
Case reference: IMD-7-2192 ©2025

Summary

The case describes two transformation journeys for ABN AMRO bank. The first transformation is cultural and the second is digital. It explores the interplay between these two journeys from the perspective of the head of the Personal Banking. The case goes into detail regarding how the bank rebuilt its internal operating model. The hierarchy was de-layered and replaced with agile ways of working, employee empowerment and a new performance management approach. At first, there was a lot of chaos, but, after some time for adjustment, benefits started to appear, such as higher NPS scores and improved financial results. The new approach also helped the bank cope with the Covid-19 pandemic as many of the changes were linked to remote working for employees and technology-mediated service provision for customers. The case also explores new challenges that appeared. While some teams embraced the new ways of working, others had trouble letting go of legacy approaches. There were inconsistencies and confusion around performance measurement. Despite improving performance in some areas, multifunctional teams were not necessarily delivering the best customer experiences. Sick leave was increasing, and there were signs that employee engagement was falling. The reader is placed in the shoes of the head of Personal Banking who must come up with solutions to these challenges.

Reference IMD-7-2192

Organization ABN AMRO

Industry Finance and Insurance, Banking

Available Languages English

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Digital

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Related topics

Digital

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