IMD business school for management and leadership courses
Dolf van den Brink, CEO of HEINEKEN, left the company’s global headquarters in Amsterdam for a company retreat. Over the next three days, the entire executive team would gather to discuss the company’s future. The preliminary results for 2022, presented during the recent two-day Capital Markets Event, were positive, and the company’s progress on…
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This study examines the impact of the COVID-19 pandemic on corporate financial performance using a unique, cross-country, and longitudinal sample of 3350 listed firms worldwide. We find that the financial performance of family firms has been significantly higher than that of nonfamily firms during the COVID-19 pandemic, accounting for pre-pandem…
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Sept 2022. Corinne Avelines, SIBIUS’s CEO, had received the news that the results of the first large-scale test of the company’s first product had just been published. The test, conducted with children between 3 and 4 years old, validated their approach to early detection of autism. The technology was grounded in research showing that it was pos…
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The case discusses the development of Valeur Absolue – the niche luxury perfume company – from its inception in 2012 through to 2022 and the leadership journey of its founder Bénédicte Foucart. In pursuit of her purpose to empower women and increase the positive energy in their lives, Bénédicte believed that she would be able to address women’s …
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AMAG is Switzerland’s premier automotive retail and service company, holding exclusive rights to import Volkswagen Group car brands such as Audi, Volkswagen, Skoda, Cupra and Seat. In 2022 AMAG had 7,300 employees and a revenue of CHF 4.4 billion. The electrification of the automotive industry and the introduction of the agency model by the Volk…
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Without much family discussion, PDJ put majority ownership of Grundfos into the Poul Due Jensen Foundation in 1975. His family would receive a 15% stake in the company. This ownership stake was important, since by Danish law, the company could be sold if family ownership fell below 10%. The 8-member foundation board would oversee the company’s l…
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How can innovative solutions to address societal grand challenges be cultivated in a pragmatic and impactful way? In this article, we propose the “lean impact start-up” framework, which integrates the principles of the lean start-up methodology with fresh perspectives from new stakeholder theory—and specifically, stakeholder governance. The lean…
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While multinational enterprises (MNEs) are widely recognized for providing employment to a significant number of women around the globe, empirical evidence suggests that existing gender inequalities may be aggravated rather than alleviated in their subsidiaries. We build on gender theory to better understand how gender is construed and enacted d…
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This study examines environmental management practices of 1690 family and nonfamily firms from 29 countries and 19 industrial sectors over an 8-year period. We show that the family effect on firm environmental management practices ranges substantially, from extremely negative to no effect at all. Moreover, the magnitude of the effect depends on …
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We argue that the divergent motivations underlying their creation and goals can contribute to the varying performance of academic spinoffs. Through a quantitative study on a sample of 778 academic spinoffs established by 59 Italian state universities from 2006 to 2015, we show that academic spinoffs established (1) for extrinsic monetary motivat…
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Use-of-the-past research has advanced our understanding of how top managers instrumentalize past knowledge, events, and rhetorical constructions to advance their present-day interests. However, it is unclear how they use the past when they have divergent understandings of the past and different visions of the future. Temporal tensions can lead t…
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In this study, we examine the effect of cultural long-term orientation on the likelihood of adopting more family-intensive governance arrangements (FGAs) and the impact on firm performance. FGAs may impose various costs on the firm, including the extraction of private benefits, conflicts with professional managers, paternalistic human resource m…
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Nathalie grappled with the divergent views in her head and from her team, evaluating a range of options: Persisting doggedly, halting completely, pausing temporarily, decelerating prudently or reconsidering and crafting a new strategy. The case discusses the cost of perseverance and provides an opportunity to explore the qualities of a CEO faci…
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This case examines the leadership challenges faced by Nathalie Wappler, the new CEO of SRF, a public media company that operates in the German-speaking part of Switzerland and is part of the largest media company in Switzerland, SRG. The study spans the period from 2019 to 2021, capturing the seismic shift in corporate identity, disruptive chang…
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The Midvale Healthcare System case explores the impact of complexity, uncertainty, volatility and ambiguity (CUVA) on leadership decision making and prioritization. Midvale, a traditionally stable healthcare provider, is experiencing an escalating cascade of internal and external challenges. These include shifting patient demographics, reimburse…
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In 2022, Elon Musk, known for his innovative ideas and often compared to Steve Jobs, made a big move by buying Twitter for $44 billion. He then started transforming the microblogging platform, rebranding it as “X.” His goal was to turn Twitter into a super app like WeChat in Asia, combining many services like messaging, shopping and payments int…
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E-commerce as a share of retail continues to grow, accelerated by the pandemic. This is particularly true of the online grocery market. As one of the largest online grocery markets in the world, the UK has many players, but two of the most dynamic are the market leader – Tesco – and Ocado. These two companies have taken markedly different approa…
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Part One: Ipsen, a global pharmaceutical firm headquartered in France, was facing significant challenges, including regulatory setbacks and fierce competition, when David Loew assumed the role of CEO in 2020. The loss of exclusivity for Somatuline, Ipsen’s flagship cancer drug, added to the complexities. Tasked by the board, Loew aimed to lead …
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Howard Yu, LEGO® Professor of Management and Innovation, sets out what being fit for the future means in practice and the key lessons that can be learned from future-ready companies
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A flurry of venture capital activity presents investors with a challenge: how to distinguish genuine innovators from opportunistic players capitalizing on the AI hype. Enter Harshul Sanghi, a seasoned technology investor with a framework to separate the wheat from the chaff.
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AI holds incredible promise to improve virtually every aspect of our lives, but we can’t ignore its risks, mishaps, and misuses, author Art Kleiner tells José Parra Moyano.
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Amid mounting geopolitical tensions, CEOs must take direct control of supply chain resilience, says IMD’s Carlos Cordon
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Ben Bryant offers a concise 5-step self-reflection guide for leaders, using Carlos M.’s experiences to highlight emotional awareness in leadership.
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Build, buy, borrow, or bot? The 4B framework has become something of a staple in the CHRO toolkit over the last decade. But might it need an update?
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Howard Yu, LEGO® Professor of Management and Innovation, sets out what being fit for the future means in practice and the key lessons that can be learned from future-ready companies
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The RWE CEO tells Jean-François Manzoni how he is reshaping the power company to drive the energy transition and why leaders need to always keep something in the tank to remain resilient.
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A flurry of venture capital activity presents investors with a challenge: how to distinguish genuine innovators from opportunistic players capitalizing on the AI hype. Enter Harshul Sanghi, a seasoned technology investor with a framework to separate the wheat from the chaff.
Research Information & Knowledge Hub for additional information on IMD publications
AI holds incredible promise to improve virtually every aspect of our lives, but we can’t ignore its risks, mishaps, and misuses, author Art Kleiner tells José Parra Moyano.
Research Information & Knowledge Hub for additional information on IMD publications
Amid mounting geopolitical tensions, CEOs must take direct control of supply chain resilience, says IMD’s Carlos Cordon
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Ben Bryant offers a concise 5-step self-reflection guide for leaders, using Carlos M.’s experiences to highlight emotional awareness in leadership.
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Where do your instincts come from and how can you improve them? Stretched by heavy workloads and facing ever more complex environments, leaders increasingly find themselves running on automatic and relying on their instincts. But depending on instincts is a bit like gambling, and as a result, stress levels, mistakes and failure rates are all on …
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International bestselling author of The First 90 Days Michael D. Watkins presents an actionable new framework to help aspiring leaders learn to think strategically—a set of skills more necessary than ever in a world of constant change. Pattern recognition. Systems perspective. Mental agility. Structured problem-solving. Visioning. Political savv…
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If you are currently working on a strategic initiative and don’t quite know what to do at this stage, this trusted companion provides you with a step by step guide for leading strategic initiatives by intertwining theoretical frameworks with practical tools. It provides you with guidance on which tools to use when. Embedded throughout the book a…
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If you’re a business leader looking to stay ahead of the curve, this book is an essential guide. It offers a comprehensive overview of the major trends shaping the future of business, drawing on reviews of 70 recent management books and interviews with 21 senior leaders. What sets this book apart is that it’s grounded in the real-world experienc…
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In today’s complex world, family offices play a pivotal role in safeguarding a family’s heritage and unity while preserving and growing generational wealth. As the world around us evolves, so too must family offices as they adapt to meet the changing needs of their families. The Family Office Navigator is your essential guide for establishing an…
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Now in its 35th year, the IMD World Competitiveness Yearbook continues to serve as a beacon for governments, businesses, and individuals as they seek to navigate the complex landscape of global competitiveness. Our annual assessment sheds light on the key factors that drive and shape the comparative data, providing valuable insights and benchmar…
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