Case C describes how the first meeting of the new Strategy Committee brought about the expected results. In addition to positive interactions with the other Board members, the Strategy Committee sought input from key people throughout the organization to help determine what future core businesses should be.
ABB (A): Corporate governance during a turnaround
Summary
Case A describes corporate governance at ABB in a turnaround situation, in which the financial side in particular suffers, while core businesses ar...
Reference
IMD-3-1471
Copyright
©2004
Copyright owner
IMD Copyright
Available Languages
English
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ABB (B): The formation of the strategy committee
Summary
Case B continues where Case A ends. ABB sets up a new Strategy Committee as a sign that the Board wants to become more involved in strategizing. Pr...
Reference
IMD-3-1472
Copyright
©2004
Copyright owner
IMD Copyright
Available Languages
English
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ABB (C): The strategy committee in action
Summary
Case C describes how the first meeting of the new Strategy Committee brought about the expected results. In addition to positive interactions with ...
Reference
IMD-3-1473
Copyright
©2004
Copyright owner
IMD Copyright
Available Languages
English
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ABB (D): Leadership in a decentralized governance structure
Summary
Case D provides the basis to discuss to what extent high Board involvement in strategizing is necessary once a turnaround has been accomplished and...
Reference
IMD-3-1474
Copyright
©2004
Copyright owner
IMD Copyright
Available Languages
English
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ABB: Corporate governance during a turnaround (Abridged)
Summary
After Jürgen Dorman took over the role of chairman and later CEO of crisis-shaken ABB, he put various corporate governance reforms into action. Amo...
Reference
IMD-3-1887
Copyright
©2007
Copyright owner
IMD Copyright
Organization
Asea Brown Boveri
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
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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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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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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
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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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Look in to look out: Strategy and family business identity during COVID-19
Summary
COVID-19 challenges the value systems of family firms and urges them to adapt their behaviors, affecting their identities. This study aims to explore how and why family businesses strategically respond to challenges to their identity during COVID-...
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Family businesses and strategic change: The role of family ownership
Summary
In this study, we analyze how the performance-aspiration gap influences strategic change in family firms, providing evidence of the moderating role of family ownership in this relationship. According to socioemotional wealth (SEW) theory, family o...
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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
Contact
Research Information & Knowledge Hub for additional information on IMD publications