Samsung Electronics became the world’s largest memory chip manufacturer within 10 years. The case (A) is the first in a two-part case series focused on “why” and “how” it started the DRAM and memory chip businesses in 1983. This case covers the events from 1982 and 1983 and explains why Byung-Chull Lee, late-chairman of the Samsung Group, South Korea, decided to launch the memory business, in particular, DRAM business. This case is written from Samsung’s point of view and raises issues regarding Samsung’s entering the DRAM chip market.
Samsung Electronics Co., Ltd. (A): Radical innovation for the DRAM business
Summary
Samsung Electronics became the world's largest memory chip manufacturer within 10 years. The case (A) is the first in a two-part case series focuse...
Reference
IMD-3-0841
Copyright
©2000
Copyright owner
IMD Copyright
Available Languages
English
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Samsung Electronics Co., Ltd. (B): World's pacesetter in the DRAM business
Summary
The case (B) is the continuation of the case (A), GM 841. Samsung Electronics started implementing its business plan in 1983. This case is written ...
Reference
IMD-3-0842
Copyright
©2000
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Samsung Electronics Co., Ltd. in the 1990s: Sustaining competitiveness
Summary
This case is to be used either with or after the cases GM 841, GM 842, and GM 843. The case consists of a collection of quotes from various sources...
Reference
IMD-3-0844
Copyright
©2000
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Samsung Electronics Co., Ltd.: Managing knowledge and quality
Summary
This case focuses on "what" Samsung Electronics did to build its technological capabilities and achieve outstanding quality of products. This case ...
Reference
IMD-3-0843
Copyright
©2000
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Repairing reputational damage: don’t go the way of Boeing
Summary
All organizations should have a plan to secure trust during, after (and even before) a crisis hits. Here are a host of examples, good and bad, to learn from.
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The price of innovation: Will Medacta compromise its DNA by embracing robotics?
Summary
Medacta Group SA is a rising star in the orthopedics market, achieving global success through innovative products and techniques, with a particular emphasis on minimally invasive techniques that bring meaningful value to its patients. With its approaches such as Anterior Minimally Invasive Surgery (AMIS) for hip replacement and Kinematic Alignment for knees, Medacta offers high-quality techniques, supporting tools and cutting-edge implants. It also offers personalized surgeon education through the Medacta Orthopedic Research and Education (M.O.R.E.) Institute. Medacta is situated in an evolving landscape, with competitors including Stryker and Zimmer Biomet investing heavily in robotic technologies. Technological advances are being made in data-driven planning tools – including augmented reality – and research institutes are looking for the most advanced solutions as demanded by many hospitals and surgeons. Despite these trends in the industry, Medacta's CEO, Francesco Siccardi has concerns regarding the value of existing robotic systems, noting their lack of proven benefits in patient outcomes or cost reductions, especially in a context of increasing emphasis on value-based care and sustainability. The case explores the opportunities and challenges confronting Medacta as they decide whether to enter the orthopedic robotics market. The company wants to continue to differentiate itself and drive growth in line with its foundational principles of patient care, operational excellence and sustainable innovation. Today, Francesco faces a critical decision around whether now is the time to enter the robotics market and, if so, how Medacta should do so to preserve its culture and stay true to its DNA.
Reference
IMD-2663
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Medacta Group
Industry
Healthcare, Medical Device
Available Languages
English
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Strategy Meets Execution - Supply Chain
Summary
10 years of exclusive surveys reveal top supply chain strategy challenges—and how tools like AI, ML, and digital twins are reshaping the path forward.
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4 Key Guidelines for Success - Demystifying AI Use Cases
Summary
Uncover AI use cases and opportunities with 4 clear imperatives that align data with business value. Avoid pitfalls and ask the right questions.
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Tariff wars: How business leaders can survive and thrive
Summary
Stay ahead in a shifting global economy. Learn how to build resilient supply chains, manage currency risks, and adapt strategies for long-term business success.
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Your company (and your life) in the hands of an AI agent?
Summary
The case study introduces an original way of exploring the many questions and concerns around AI adoption in business. Based on a true story, it discusses the dilemma of AI implementation through Joe, the CIO of ParcelFlow. Joe is getting ready to present his AI strategy to the company's executive committee. Joe is also diabetic and on the morning of his presentation, he receives an AI-powered insulin pump. This is a life-changing event that raises both questions and fears that range from device functionality and safety to data privacy. Joe realizes that at his morning doctor's appointment, he has just gone through the same process that the executive committee is about to experience. Will Joe succeed in convincing the executive committee to transition towards the use of AI agents? To ultimately transform ParcelFlow's operations, Joe knows that answering the committee's concerns is vital. Joe's thoughts span the various stakeholders he needs to convince: Diane - the chief financial officer; Elena - the head of customer experience; Michael - the head of operations; Albert - the chief human resources officer; Robert - the legal counsel; and Lucy - the chief executive officer. Each stakeholder will have their own reservations and worries about the financial implications, customer experience, operational efficiency, workforce impact, legal compliance, and overall benefits of AI. Building trust is key for engaging people in this technological revolution. This can be achieved smoothly and rapidly by understanding, identifying and analyzing what AI is about and what it will do for us or our business. And most importantly, it must be accomplished with an excellent communications strategy.
Reference
IMD-2666
Copyright
©2025
Copyright owner
IMD Copyright
Industry
Healthcare, Medical Device;Healthcare, Pharmaceuticals
Available Languages
English
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People, Culture, and Strategy - The Boards Role
Summary
#post_excerptHannele Jakosuo-Jansson of Neste and Finnair shared key insights on board roles in CEO transitions and culture shifts with IMD’s High Performance Boards program.
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AstraPay in Indonesia: Playing the digital payments platform vs. ecosystem game
Summary
This case study explores AstraPay’s journey to become a significant player, despite its latecomer status, in Indonesia’s burgeoning digital payments landscape. Launched in 2018, AstraPay had grown to serve over one million customers, but it faced intense competition from tech-first digital super-apps like GoTo and OVO. Led by Rina Apriana, who became CEO in 2023, AstraPay had to leverage its unique position within Astra International, a vast conglomerate with deep roots in Indonesia’s economy, to differentiate itself. The case first explores the conceptual differences between a platform and an ecosystem. It then considers how AstraPay can leverage Astra International’s unique characteristics to unlock synergies and evolve into an ecosystem. The question is underpinned by considerations on how AstraPay can best leverage its late mover status to compete with established digital first competitors. Finally, the students are encouraged to explore a range of alternative options available to Astra for building its ecosystem by highlighting the pros and cons of each approach against which to assess the final path taken by AstraPay.
Reference
IMD-2650
Copyright
©2025
Copyright owner
IMD Copyright
Organization
AstraPay
Industry
Finance and Insurance, Financial Services
Available Languages
English
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Intelligent Organizational Sensory System - Strategic Agility
Summary
An intelligent organizational sensory system detects, processes, and acts on change signals, giving your company a strong competitive edge.
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Three ways to deal with your boss - Poor Leadership
Summary
Three Ways to Deal with Your Boss when they act against civility, empathy, and ethics. Discover strategies to handle difficult workplace dynamics effectively.
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