The Coco-Mat case tracks the development of the bedding brand from its initial concept in 1989 to the iconic status it had achieved by 2016. During that time, it went through a progressive refining of its customer proposition and brand values, developed a global retail network and expanded into hotels and wood bikes, among other areas. Back in 1989, Paul and Mike Efmorfidis embarked on a wild journey to develop an original, Greecebased sleeping system company. At the end of 2015, Coco-Mat was running stores in 14 countries, employed 250+ people, most of them in Greece, and this was nowhere close to the end of the story, barely an appetizer. They had started on a beach with virtually nothing, invented new concepts in an industry they knew little about and they could only be described as fairly resistant to change. They withstood one of the worst economic crises ever seen by a country, and they were now discussing further international expansion and accelerating growth. Could they continue to operate with their initial business model? Was it time to solidify the company and install more systems and structure? How could they retain their agility? What kind of culture did they want to establish for the company and leave behind as a legacy? The past had been nothing short of amazing but where should they take the company next?
Los profesionales que utilizan la IA de forma disciplinada para perfeccionar su pensamiento cognitivo a lo largo del tiempo serán los ganadores a largo plazo.
Encuentre el equilibrio adecuado entre apertura y control con esta lista de verificación y cuatro pasos clave para generar confianza en el liderazgo y las relaciones de equipo.
LGBTQ+ inclusion in the workplace boosts performance and resilience, yet most Swiss firms lag behind. Discover how leaders can close the DE&I gap.
Gideon Rachman, Financial Times Chief Foreign Affairs Commentator and author, offers expert analysis on global politics, economics, and leadership.
Leaders should challenge their assumptions about Generation Z to build more meaningful connections.
Una ejecutiva de alto rendimiento tiene dificultades con la confianza y la toma de decisiones. Recurre al coaching ejecutivo para recuperar el control, potenciar sus habilidades de liderazgo y desarrollar su carrera profesional.
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Many C-suite executives are torn between the need for a green transition and maintaining a competitive advantage. Here are five ways to find a clear path ahead.
Following on from Part 1 of our series on “undiscussables”, here are ways to tackle team dynamics where people say but don’t mean, professing publicly to espouse values and attitudes that they don’t actually share.
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
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications