IMD business school for management and leadership courses

In many informal economies, entrepreneurs face a visibility paradox: increasing visibility to resource-granting stakeholders simultaneously increases exposure to resource-extracting stakeholders. To investigate this phenomenon, we leverage a unique, hand-collected, small-area census dataset of firms in the township of Delft in Cape Town, South A…

You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win–or forget about a sustainable competiti…

The founder of bKash Limited (bKash), a successful mobile financial services (MFS) model pioneered in Bangladesh, built the company from scratch, targeting services at the lower socioeconomic segment of society and eventually acquiring 26 million customers. bKash has had a positive impact on the lives of countless poor people and has gained worl…

In recent years, India had experienced a digital revolution, emerging as a forerunner in cashless payments and, in the process, dramatically raising the level of financial inclusion in the country. The National Payments Corporation of India (NPCI), established in 2008 with the mandate to improve national payment systems, became a global gold sta…

Securitas’s group management team worked with IMD on a strategy journey that resulted in the articulation of the company’s new purpose and a fundamental business transformation supported by significant organizational development efforts across the company.

To amplify the program’s reach, Bayer approached IMD about one of its existing online programs, hoping to deploy at scale the new, expected behaviors to its line managers across the globe as quickly as possible in an impactful way. IMD boldly recommended an innovative approach that explored alternative pedagogical methods beyond traditional e-le…

Since its original release, The First 90 Days has become the bestselling globally acknowledged bible of leadership and career transitions. In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move-whether you’re onboar…

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…

Family businesses often have not only financial wealth but also nonfinancial values that make them different from nonfamily companies. For instance, the family’s significant control over ownership, management, and the board accelerates decision-making processes; the family reputation built over generations gives them favorable evaluations on the…

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…

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 …

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…

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…

According to family business theory and practice, family firms often face a paradoxical tension between their anchorage to the past and the need to renew and innovate to remain competitive, which often hampers innovation. Given that innovation is inherently a social process that depends on the knowledge and creativity of an organization’s people…

In the face of intractable societal grand challenges, organizations increasingly resort to responsible innovation – that is, they pledge to create value for multiple stakeholders through developing new products or services that avoid doing harm and improve conditions for people and the planet. While the link between responsible innovation and so…