How should organizations balance pressures to decrease short-term costs at the expense of long-term profitability? How “long” is the long-term? What is the cost of innovation? These are the questions that CEO Mary Barra must face when leading General Motors (GM) into the 21st century. GM became the world’s first mass-produced electric vehicle retailer when it released the “EV1” in 1996. However, GM canceled the program in 2002, citing high costs, a limited market for electric vehicles, and the lack of technology available to make high-performance vehicles. The emergence of Tesla Motors in 2006 and its exponential growth in the electric vehicle market has proven otherwise. Ironically, Tesla Motors began with the same technology that GM already had access to with only a fraction of GM’s resources. The rapid rise of Tesla Motors in the electric vehicle market and the subsequent bankruptcy of GM suggest that GM made the wrong decision to abort its electric vehicle program in 2002. However, it is unclear how GM should proceed. In 2015, the company will launch its first all electric vehicle since the EV1, the Chevrolet Spark. To what extent should GM enter the electric vehicle sector? Tesla Motors is already scheduled to release a more affordable car in the next two years and has been proving its autonomous driving technology. Other automobile manufacturers have also released all-electric vehicles, including BMW, Nissan, Ford and Toyota. Hydrogen fuel cell technology is also on the rise and may be a promising alternative to electric vehicles. Lastly, the Asian markets are leading the demand for automobiles. Place yourself in the shoes of Mary Barra. What should GM’s strategy be in order to regain its stature as the world’s leading automobile manufacturer?
AI is reshaping careers, but future-proof skills aren’t what you think. Vision, expertise, and deep knowledge - not hype - are key to success in an AI world.
This episode takes you behind the scenes of a recent gathering led by the World Business Council for Sustainable Development together with IMD, where David Bach sat down with two sustainability leaders.
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.
A recent survey by IMD, Microsoft, and Ringier reveals that just 35% of organizations have strategies to address diversity bias in GenAI. Alexander Fleischmann identifies the risks and suggests ways to mitigate bias in the machine. A recent survey...
Surviving Global Tariffs means Medtech and Luxury brands must revisit 1990s strategies to adapt to the US’s steepest trade barriers in decades.
How a private equity-backed corporate carve-out created a successful, sustainable consulting powerhouse by Benoit Leleux
Understanding differences between demographic cohorts is crucial to being an effective leader. But do you know what they are? Take this short quiz to test your knowledge, and read on for tips on maximizing inter-generational learnings. Understandi...
Tired teams, wasted weekends, and unread reports—here are 7 ways to restore morale and reignite performance. Avoid unnecessary reporting and non-essential tasks.
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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
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