The D case begins in 2003 with Oticon’s decision to change its organizational structure once again to reflect changes in the market and to increase its flexibility. The case ends in 2005 with Oticon continuing to enjoy extraordinary success. The management team reflects on why Oticon has been successful, and if the organizational structure will need to be revised again at some point, given the company’s rapid growth.
Oticon: Building a flexible world-class organization (A)
Summary
The A case chronicles the radical change management program put in place at Oticon during the early 1990s by Lars Kolind, who was managing director...
Reference
IMD-3-1500
Copyright
©2005
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IMD Copyright
Available Languages
English
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Oticon: Building a flexible world-class organization (B)
Summary
The B case begins in 1992 with the arrival of Niels Jacobsen at Oticon. Jacobsen, who was appointed executive vice-president, provided equilibrium ...
Reference
IMD-3-1501
Copyright
©2005
Copyright owner
IMD Copyright
Available Languages
English
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Oticon: Building a flexible world-class organization (C)
Summary
The C case begins in 1997, with the departure of managing director Lars Kolind and the appointment of Niels Jacobsen as CEO. Having opted for a ful...
Reference
IMD-3-1502
Copyright
©2005
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Oticon: Building a flexible world-class organization (D)
Summary
The D case begins in 2003 with Oticon's decision to change its organizational structure once again to reflect changes in the market and to increase...
Reference
IMD-3-1503
Copyright
©2005
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Leadership Thinking - Turbulent Business
Summary
To navigate a turbulent business environment, CEOs must understand their landscape and align leadership thinking priorities, advises IMD’s Michael Watkins.
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CO-RO (B): Weathering the storm
Summary
Case B describes the unprecedented challenges faced by CO-RO in 2020. The implementation of the sugar tax in its largest Middle Eastern market led to a near 50% volume drop in CO-RO’s sales, and Covid-19 lockdowns impacted the Asia-Pacific (APAC) region in particular. These events led to a dramatic drop in net sales and gross profit, forcing CO-RO to re-evaluate its growth strategy and implement cost-saving measures. By 2022, CO-RO faced further challenges with global supply chain disruptions and inflation due to the war in Ukraine. This required strategic decisions to stabilize and ensure future growth amid ongoing external pressures.
Reference
IMD-7-2640
Copyright
©2025
Copyright owner
IMD Copyright
Organization
CO-RO Group
Industry
Consumer Goods, Food and Beverage
Available Languages
English
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CO-RO (A): Storm clouds forming
Summary
The CO-RO Group is a manufacturer of fruit-based still drinks, concentrates and ambient ice (home-freeze popsicles) headquartered in Denmark. Although production takes place in Denmark, most of its products are sold internationally, with the company relying on long-term local partners to convert and market the finished products. Historically, the company focused on markets in which fruit-based drinks were rare, which led to steady growth in line with GDP and population increases; 70% of sales and 80% of profits came from the Middle East. Set between 2015 and 2019, Case A describes the company’s “Shape for Growth” strategy, which aimed to reduce over-reliance on key markets and resulted in new market entries and over 150 new products. This strategy also mitigated the effects of the 2014-2016 oil price crisis. However, in 2019, Saudi Arabia’s announcement of a 50% sugar tax on sweetened beverages threatened to significantly reduce market volumes.
Reference
IMD-7-2590
Copyright
©2025
Copyright owner
IMD Copyright
Organization
CO-RO Group
Industry
Consumer Goods, Food and Beverage
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
TBC Group: Future proofing a history of success
Summary
The case explores TBC Bank Group’s remarkable journey from a small Georgian bank to a regional leader in digital financial services across Central Asia. Founded in 1992 with just US$500 in initial capital, TBC evolved into Georgia’s largest financial institution and pioneered into digital banking. The case highlights TBC’s strategic expansion into Uzbekistan, where it rapidly built a leading digital banking ecosystem. Students will analyze TBC’s international growth approach as it transformed customer experience, leveraged technology and built a sustainable competitive advantage through product diversification, strong organizational culture and operational agility. The case explores international market entry, digital transformation and aligning strategies with local market needs, highlighting how TBC’s focus on innovation drives its regional expansion.
Reference
IMD-2651
Copyright
©2025
Copyright owner
IMD Copyright
Organization
TBC Bank Group
Industry
Finance and Insurance, Banking
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Nestlé Health Science: Building a healthy future towards 2030
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...
Reference
IMD-7-2636
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Nestlé Health Science
Industry
Healthcare, Health and Medical Services;Healthcare, Pharmaceuticals
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
How to master the 6 skills of strategic thinking
Summary
Are you struggling to lead successfully in the face of relentless disruption and uncertainty? Now’s the time to master the art of strategic thinking, starting with these six key skills.
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Are stakeholders making or breaking your strategy?
Summary
An easy-to-use tool can help executives assess and manage the impact of stakeholders on the creation and destruction of value.
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Alcohol-free Drinks - Sober Serious - America
Summary
Medical experts have long warned about alcohol's risks, and now the drinks industry is embracing sobriety, investing in innovative alcohol-free drinks alternatives.
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Navigating Luxury’s New Reality - Krug - Manuel Reman
Summary
Manuel Reman combines Krug’s tradition with innovation, prioritizing authenticity and sustainability to keep the champagne house relevant in evolving times.
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Do you know the four As of cultivating strategic thinking?
Summary
Being able to think strategically is key to addressing the ever-increasing demands on leaders – but it's easier said than done. Here are four key capabilities that will help you succeed in turbulent times.
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