When InBev took over Anheuser-Busch in 2008, creating AB InBev, the world’s largest brewer, the culture of Anheuser-Busch was to change dramatically. This change was entirely predictable. To know what was coming, August Busch IV and his managers needed only to look at what “os três do Garantia”, the Brazilian investment trio that called themselves 3G—Jorge Paulo Lemann, Marcel Herman Telles and Alberto “Beto” Sicupira—had done with every company they had gained control over in the past 25 years. There would be a relentless focus on costs, the establishment of an intense meritocracy, and a radical informality and openness symbolized by the smashing down of executives’ office walls to have them work side-by-side at large tables, their metrics posted publicly for all to see. This is what had happened when 3G’s Brazilian brewer Ambev merged with the Belgian Interbrew to create InBev. It is what had happened before that to Antarctica when they were bought by 3G’s Brahma to create Ambev. And it is what had happened to Brahma when they were bought by Garantia in 1989 and 3G first entered the business of making beer. “We have only one ‘trick’,” Marcel Telles says about how 3G improves the performance of their businesses, “which is to put in good people and our management system to change a company’s performance.”
Audemars Piguet CEO Ilaria Resta leads with circular leadership—blending tradition, innovation, and empathy to reshape the future of Swiss luxury.
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Business schools must champion values-led leadership as companies retreat from DEI. Now’s the time to stand firm and lead by example, says David Bach.
Despite policy and market headwinds, the clean energy transition is accelerating. Here are five key insights business leaders need to know in 2025.
Regional developers have tried and failed to emulate Silicon Valley’s VC-driven model for innovation. Detroit Entrepreneurship is following an alternative route.
Understanding the 4 types of responsible leader helps you blend styles, avoid pitfalls, and meet challenges while managing stakeholder expectations effectively.
CFOs must drive a financially disciplined way to manage environmental and climate risk amid growing push back against sustainability efforts.
Most senior leaders struggle with the decision to step down, often holding on long after their optimal departure date. Take this quiz to find out if you’re really ready – and read on for tips on managing the psychological transition. Most senior l...
Responsible for TIME magazine’s iconic covers, D.W. Pine explores his creative process and shares insights on how to cut through the noise and make an impact.
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Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications