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Latest Case Studies
Case Study
IG4 Capital: Private equity with a purpose

SEPTEMBER 2023, SÃO PAULO (BRAZIL). Gustavo Buffara was painstakingly putting the finishing touches on the IG4 Private Equity Fund III presentation. Co-founded by Gustavo in 2016, IG4 Capital had grown to become a leading force in private equity in Latin America with a unique value proposition that focused on private equity special situations. W…

Finance Emerging Market Entrepreneurship Sustainability
By Benoit F. Leleux and Arthur de Bonis
Case reference: IMD-7-2545, © 2024
IG4 Capital: Private equity with a purpose
By Benoit F. Leleux and Arthur de Bonis
Case reference: IMD-7-2545 ©2024
Summary
SEPTEMBER 2023, SÃO PAULO (BRAZIL). Gustavo Buffara was painstakingly putting the finishing touches on the IG4 Private Equity Fund III presentation. Co-founded by Gustavo in 2016, IG4 Capital had grown to become a leading force in private equity in Latin America with a unique value proposition that focused on private equity special situations. With 52 professionals worldwide across seven offices (in São Paulo, London, Lima, Madrid, Bogotá, Washington, DC and Santiago), the firm was now heading to manage some $1.7 billion, with more than $1.1 billion invested in special situations over recent years. What made Gustavo particularly proud was the fact that the firm was able to operate not only under the highest sustainability standards, as an early signatory of the Principles for Responsible Investment (PRI), but also as a fully certified B Corp, a first in emerging market private equity. IG4’s portfolio companies now generated more than $2 billion of turnover with around 20,000 employees in different countries across Latin America, and many of them had achieved or were on their way to their own B Corp certifications. Could a Cerberus-inspired special situations strategy, often perceived as brutal, be adapted to a more culturally sensitive, developing-market equivalent, with clearer environmental, social and governance (ESG) integration? In other words, could “vulture capital” be turned into “culture capital”? The value proposition resonated with investors, and the track record of IG4 Funds I and II were now solid pillars upon which to build. But what else could the company do to ensure that its private equity investments in different segments, with a deep ESG toolbox, would help establish sustainable capitalism in the Latin American region? What else should it consider doing to reaffirm its ESG credentials even further?
Reference IMD-7-2545
Copyright ©2024
Copyright owner IMD Copyright
Organization IG4 Capital Partners
Industry Finance and Insurance, Private Equity
Available Languages English
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Case Study
NTT at a crossroads (A): Quest for growth

NTT Corporation, Japan’s information and communication technologies (ICT) leader since 1953, was the first to commercialize internet usage on mobile phones in the 1990s, which resulted in NTT achieving much success in Japan. However, by the end of the 2000s, Japan faced challenges with an aging population and a stagnant economy. Recognizing disr…

Strategy General Management Digital Disruption
By Patrick Reinmoeller
Case reference: IMD-7-2351, © 2024
NTT at a crossroads (A): Quest for growth
By Patrick Reinmoeller
Case reference: IMD-7-2351 ©2024
Summary
NTT Corporation, Japan’s information and communication technologies (ICT) leader since 1953, was the first to commercialize internet usage on mobile phones in the 1990s, which resulted in NTT achieving much success in Japan. However, by the end of the 2000s, Japan faced challenges with an aging population and a stagnant economy. Recognizing disruption in the ICT sector, CEO Satoshi Miura understood the need for the dominant players in the ICT industry to integrate emerging business domains beyond their existing frameworks. To secure leading global positions in ICT and the new paradigm of cloud computing, Miura needed to make strategic choices to revive growth. Case A provides information on NTT, its rivals, the global market and cloud computing disruptions. The case ends with NTT’s CEO exploring strategic growth options to prepare NTT for the future.
Reference IMD-7-2351
Copyright ©2024
Copyright owner IMD Copyright
Organization Nippon Telegraph and Telephone
Industry Services, Telecommunications;Information Technology
Available Languages English
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Case Study
NTT at a crossroads (B): Mapping growth options

Building on NTT (A), the case starts with NTT’s CEO having narrowed down strategic growth options with the board to prepare NTT for the future. Past international investments in AT&T Wireless and KPN to tap into foreign markets had resulted in billion $ write offs and stopped international acquisitions. However, after reviewing the disruptive ch…

Strategy General Management Digital Disruption
By Patrick Reinmoeller
Case reference: IMD-7-2352, © 2024
NTT at a crossroads (B): Mapping growth options
By Patrick Reinmoeller
Case reference: IMD-7-2352 ©2024
Summary
Building on NTT (A), the case starts with NTT’s CEO having narrowed down strategic growth options with the board to prepare NTT for the future. Past international investments in AT&T Wireless and KPN to tap into foreign markets had resulted in billion $ write offs and stopped international acquisitions. However, after reviewing the disruptive changes facing the ICT industry and considering the shareholders’ views, CEO Miura committed to internationalization. The B case details NTT’s growth strategy focused on internationalization, while considering the need for new capabilities and technologies. It provides more insights into NTT, its opportunities and the Japanese experience with M&As and ends with Miura’s determination to quickly grow through international expansion to prepare NTT for the future.
Reference IMD-7-2352
Copyright ©2024
Copyright owner IMD Copyright
Organization Nippon Telegraph and Telephone
Industry Services, Telecommunications;Information Technology
Available Languages English
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Case Study
Feeding the dragon: Revisiting ChemChina’s acquisition of Syngenta

Basel (Switzerland), March 2024. The acquisition of Syngenta by ChemChina in 2017 was a major event for the agricultural industry and, with a price tag of $43 billion, the largest ever foreign acquisition by a Chinese firm. A number of issues were flagged by analysts as key concerns, including governance, post deal integration, culture conflicts…

Mergers and Acquisitions Business Transformation China
By Benoit F. Leleux and Jiajin Wang
Case reference: IMD-7-2577, © 2024
Feeding the dragon: Revisiting ChemChina’s acquisition of Syngenta
By Benoit F. Leleux and Jiajin Wang
Case reference: IMD-7-2577 ©2024
Summary
Basel (Switzerland), March 2024. The acquisition of Syngenta by ChemChina in 2017 was a major event for the agricultural industry and, with a price tag of $43 billion, the largest ever foreign acquisition by a Chinese firm. A number of issues were flagged by analysts as key concerns, including governance, post deal integration, culture conflicts and a lack of synergies. With hindsight, were those concerns valid or had they failed to capture the overarching rationale for the Syngenta deal? Why did the Syngenta board support the transaction when so many other western firms rejected such approaches? More remarkable even was the fact that the CEO brought in to manage the complex acquisition, Eric Fyrwald, was still in place seven years after the transaction, an inordinately long tenure for a chief executive in any setting. What were the keys to this remarkable longevity? How did Eric manage to combine these two hugely different entities into an even more formidable giant? What did it take to balance the cultural sensitivities of Swiss and Chinese shareholders and managers? Could lessons be learned for other executives put in charge of complex, multicultural, transformational acquisitions? The success rate of M&A transactions was notoriously poor: What made this such a different animal?
Reference IMD-7-2577
Copyright ©2024
Copyright owner IMD Copyright
Industry Food Production, Agriculture;Food Production, Agricultural Services
Available Languages English
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Case Study
Leading cross-cultural teams

This note explores the critical skill of leading across cultures in global and diverse business environments. It addresses the challenges and opportunities presented by cross-cultural teams, providing leaders with strategies to navigate cultural differences and leverage diversity for enhanced performance and innovation. The note begins by outli…

Team Dynamics Global Business Leadership
By Michael D. Watkins
Case reference: IMD-7-2621, © 2024
Leading cross-cultural teams
By Michael D. Watkins
Case reference: IMD-7-2621 ©2024
Summary
This note explores the critical skill of leading across cultures in global and diverse business environments. It addresses the challenges and opportunities presented by cross-cultural teams, providing leaders with strategies to navigate cultural differences and leverage diversity for enhanced performance and innovation. The note begins by outlining potential pitfalls in cross-cultural leadership, such as miscommunication, cultural stereotyping and varying expectations around decision-making and work styles. It then highlights the value creation opportunities, including diverse perspectives, enhanced creativity and increased organizational adaptability. A significant portion of the note is dedicated to understanding key areas of cultural difference, including communication styles, decision-making processes, attitudes toward time, relationship expectations, power dynamics and tolerance for ambiguity. It provides a comparative analysis of these dimensions across different national cultures. The note offers ten comprehensive strategies for effective cross-cultural leadership, ranging from cultivating cultural intelligence to managing virtual cross-cultural teams. It emphasizes the importance of developing cultural intelligence (CQ) and provides guidance on how leaders can enhance their CQ and foster it within their teams. Practical tools, such as a cross-cultural leadership preparation checklist, are included to help leaders apply the concepts in their work. The note concludes with a list of references for further reading on the subject.
Reference IMD-7-2621
Copyright ©2024
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Available Languages English
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Case Study
Overcoming adversity through innovation – Daikin at 100 (A): Leadership lessons

This case study examines the remarkable evolution of Daikin Industries, a company that demonstrated resilience and innovation over nearly a century. Founded in 1924 by Akira Yamada in Osaka, Japan, Daikin originally focused on manufacturing aircraft components. However, the company pivoted towards refrigeration technology in response to emerging…

Global Business Strategy
By Kazuo Ichijo and Yunfei Feng
Case reference: IMD-7-2618, © 2024
Overcoming adversity through innovation – Daikin at 100 (A): Leadership lessons
By Kazuo Ichijo and Yunfei Feng
Case reference: IMD-7-2618 ©2024
Summary
This case study examines the remarkable evolution of Daikin Industries, a company that demonstrated resilience and innovation over nearly a century. Founded in 1924 by Akira Yamada in Osaka, Japan, Daikin originally focused on manufacturing aircraft components. However, the company pivoted towards refrigeration technology in response to emerging market demands, notably during Japan’s post-World War II economic boom. By leveraging R&D in fluorocarbons and innovative cooling technologies, Daikin established itself as a leader in the air conditioning sector. The case highlights key leadership eras, notably the transformative periods under Noriyuki Inoue. Under Inoue’s stewardship, the company emphasized execution capabilities, prioritizing operational excellence alongside technological advancement. His leadership drove Daikin’s globalization strategy, enabling the company to become the second-largest fluorocarbon producer globally and the foremost player in the air conditioning market. As Daikin approaches its 100th anniversary, it faces contemporary challenges such as climate change and increasing consumer demands for energy-efficient products. The company’s commitment to innovation remains pivotal as it seeks to balance profitability with environmental responsibility. This case prompts discussion on Daikin’s strategic responses to evolving market conditions and the importance of leadership in sustaining growth.
Reference IMD-7-2618
Copyright ©2024
Copyright owner IMD Copyright
Organization Daikin Industries
Industry Consumer Goods, Home Appliances
Available Languages English
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Case Study
Overcoming adversity through innovation – Daikin at 100 (B): Sustainability lessons

This case study examines the remarkable evolution of Daikin Industries, a company that demonstrated resilience and innovation over nearly a century. Founded in 1924 by Akira Yamada in Osaka, Japan, Daikin originally focused on manufacturing aircraft components. However, the company pivoted towards refrigeration technology in response to emerging…

Global Business Strategy
By Kazuo Ichijo and Yunfei Feng
Case reference: IMD-7-2619, © 2024
Overcoming adversity through innovation – Daikin at 100 (B): Sustainability lessons
By Kazuo Ichijo and Yunfei Feng
Case reference: IMD-7-2619 ©2024
Summary
This case study examines the remarkable evolution of Daikin Industries, a company that demonstrated resilience and innovation over nearly a century. Founded in 1924 by Akira Yamada in Osaka, Japan, Daikin originally focused on manufacturing aircraft components. However, the company pivoted towards refrigeration technology in response to emerging market demands, notably during Japan’s post-World War II economic boom. By leveraging R&D in fluorocarbons and innovative cooling technologies, Daikin established itself as a leader in the air conditioning sector. The case highlights key leadership eras, notably the transformative periods under Noriyuki Inoue. Under Inoue’s stewardship, the company emphasized execution capabilities, prioritizing operational excellence alongside technological advancement. His leadership drove Daikin’s globalization strategy, enabling the company to become the second-largest fluorocarbon producer globally and the foremost player in the air conditioning market. As Daikin approaches its 100th anniversary, it faces contemporary challenges such as climate change and increasing consumer demands for energy-efficient products. The company’s commitment to innovation remains pivotal as it seeks to balance profitability with environmental responsibility. This case prompts discussion on Daikin’s strategic responses to evolving market conditions and the importance of leadership in sustaining growth.
Reference IMD-7-2619
Copyright ©2024
Copyright owner IMD Copyright
Organization Daikin Industries
Industry Consumer Goods, Home Appliances
Available Languages English
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Case Study
Overcoming adversity through innovation – Daikin at 100 (C): China market lessons

Daikin’s success in the Chinese air conditioning market serves as a compelling case study in strategic adaptation and collaboration. Following its entry into the market in the 1990s, Daikin faced formidable competition from well-established domestic brands like Gree and Midea. Despite the initial challenges of breaking through in a fragmented an…

Global Business Strategy
By Kazuo Ichijo and Yunfei Feng
Case reference: IMD-7-2620, © 2024
Overcoming adversity through innovation – Daikin at 100 (C): China market lessons
By Kazuo Ichijo and Yunfei Feng
Case reference: IMD-7-2620 ©2024
Summary
Daikin’s success in the Chinese air conditioning market serves as a compelling case study in strategic adaptation and collaboration. Following its entry into the market in the 1990s, Daikin faced formidable competition from well-established domestic brands like Gree and Midea. Despite the initial challenges of breaking through in a fragmented and competitive landscape, Daikin’s innovative inverter technology became a distinguishing feature of its product offerings. The watershed moment in Daikin’s trajectory occurred in 2008 when it formed a strategic partnership with Gree, China’s largest air conditioner manufacturer. This collaboration enabled Daikin to tap into Gree’s expansive distribution network and manufacturing expertise, significantly enhancing its own market reach. The partnership proved mutually beneficial; Gree capitalized on Daikin’s advanced inverter technology while Daikin secured a foothold in a market driven by increasing consumer demand for energy-efficient solutions. By 2012, inverter air conditioners claimed over 60% of the Chinese market share, a figure that surged to over 90% by 2024, illustrating the success of their joint efforts. Furthermore, Daikin’s commitment to sustainability was manifested in its pioneering use of HFC-32 refrigerant, known for its low global warming potential. By openly licensing HFC-32 patents globally, Daikin not only positioned itself as an environmental leader but also fostered industry-wide innovation. This case highlights the critical importance of strategic partnerships and innovation in overcoming competitive challenges and underscores Daikin’s role as a transformative force in the global air conditioning market.
Reference IMD-7-2620
Copyright ©2024
Copyright owner IMD Copyright
Organization Daikin Industries
Industry Consumer Goods, Home Appliances
Available Languages English
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Case Study
DBS (A): “Damn bloody slow” to best digital bank in the world

Since becoming DBS Bank’s CEO in 2009, Piyush Gupta led its transformation to become a standard setter globally for digitalization and customer centricity in financial services. This transformation started with fixing the basics (2009-2014), in which DBS implemented consistent systems and processes across the bank and used five-day process impro…

Customer Centricity Digital Organizational Change Organizational Design
By Seán Meehan, Goutam Challagalla and Pallivathukkal Cherian Abraham
Case reference: IMD-7-2633, © 2024
DBS (A): “Damn bloody slow” to best digital bank in the world
By Seán Meehan Goutam Challagalla and Pallivathukkal Cherian Abraham
Case reference: IMD-7-2633 ©2024
Summary
Since becoming DBS Bank’s CEO in 2009, Piyush Gupta led its transformation to become a standard setter globally for digitalization and customer centricity in financial services. This transformation started with fixing the basics (2009-2014), in which DBS implemented consistent systems and processes across the bank and used five-day process improvement events to fix customer journeys. DBS then began benchmarking with tech leaders (2014 onwards), which led it to build a middleware layer on top of its core banking platform to allow it to develop and launch new products rapidly, implement straight-through processing so that most transactions could be completed digitally and instantly, and move data and applications to the cloud. The next phase of the transformation was two-in-a-box (2018 onwards). DBS reorganized its businesses and key functions into 33 platforms to become more agile. Platforms were organized based on key businesses or key shared or support functions. Each platform was co-led by a business lead and a technology lead who were empowered to do what was required to achieve the desired outcomes. As Gupta looked back in early 2021, he was pleased with the progress that DBS had made since 2009. At the same time, he knew there was no room for complacency. This was especially true in Singapore where its two major local competitors had upped their game, and the government had issued digital banking licenses to potentially formidable new competitors. The bank’s executive committee resolved to do whatever was necessary to further enhance the bank’s customer centricity. It considered the three classical avenues for doing so: organizing around customer segments, implementing new ways of working using agile teams and a horizontal organization and focusing on culture and principles. Making the right choice would be crucial to the bank’s continued success.
Reference IMD-7-2633
Copyright ©2024
Copyright owner IMD Copyright
Organization Development Bank of Singapore
Industry Finance and Insurance, Banking
Available Languages English
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Case Study
DBS (B): Managing through customer journeys

To stay ahead of competitors, DBS knew it needed to continue to innovate and improve customer centricity. To do so, it decided to move to a horizontal organizational structure, an approach it named Managing Through Journeys (MtJs). This involved bringing together representatives from all functions that touched the customer journey from the begin…

Customer Centricity Digital Organizational Change Organizational Design
By Seán Meehan, Goutam Challagalla and Pallivathukkal Cherian Abraham
Case reference: IMD-7-2634, © 2024
DBS (B): Managing through customer journeys
By Seán Meehan Goutam Challagalla and Pallivathukkal Cherian Abraham
Case reference: IMD-7-2634 ©2024
Summary
To stay ahead of competitors, DBS knew it needed to continue to innovate and improve customer centricity. To do so, it decided to move to a horizontal organizational structure, an approach it named Managing Through Journeys (MtJs). This involved bringing together representatives from all functions that touched the customer journey from the beginning to the end. This would allow DBS to deliver a more seamless and integrated customer experience. The bank introduced a few pilot MtJs in 2021. By 2024, more than 60 MtJs were in operation, accounting for over 60% of the bank’s revenues. The MtJs had nine elements, which collectively led to a new way of working. Three foundational elements provided the initial momentum and specified how to measure impact. These were performance cells, cross-functional teams focused on a specific product or customer segment; performance management architecture, which specified the common set of KPIs for each performance cell; and performance development and compensation, which enabled MtJ members to be evaluated and rewarded for their contributions. Six interconnected elements created a flywheel effect for continuous improvement. These were the value map and control tower, which mapped the relationship between levers, drivers and outcomes; customer obsession, which drove customer research; experimentation using a structured approach; artificial intelligence/machine learning to create faster feedback loops; innovation using a structured approach to accelerate the ideation and production process; and workflow workbench which ensured information flowed seamlessly across all performance cell members. The move to MtJs allowed DBS to stay on top of the customer service rankings in Singapore’s banking sector The operational improvements from the bank’s transformation improved the bank’s business performance significantly. The bank’s leadership knew that keeping the customer front of mind would need to be an ongoing priority.
Reference IMD-7-2634
Copyright ©2024
Copyright owner IMD Copyright
Organization Development Bank of Singapore
Industry Finance and Insurance, Banking
Available Languages English
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Case Study
Entrepreneurship through acquisition: Vanessa Monestel’s search fund

GENEVA (SWITZERLAND), OCTOBER 2023. Vanessa Monestel was ecstatic. a day earlier, she had just signed the letter of intent (LOI) to acquire an Amsterdam-based fashion company. This was the culmination of her 18-month search for a company to acquire, conducted with the support of Novastone Capital Advisors’ (NCA) Entrepreneurship through Acquisit…

Entrepreneurship Finance Strategy
By Benoit F. Leleux, Joseph Kovacs, Kristel Rouiller, Sebastien Braun and Thierry Meouchi
Case reference: IMD-7-2514, © 2024
Entrepreneurship through acquisition: Vanessa Monestel’s search fund
By Benoit F. Leleux Joseph Kovacs Kristel Rouiller Sebastien Braun and Thierry Meouchi
Case reference: IMD-7-2514 ©2024
Summary
GENEVA (SWITZERLAND), OCTOBER 2023. Vanessa Monestel was ecstatic. a day earlier, she had just signed the letter of intent (LOI) to acquire an Amsterdam-based fashion company. This was the culmination of her 18-month search for a company to acquire, conducted with the support of Novastone Capital Advisors’ (NCA) Entrepreneurship through Acquisit…
Reference IMD-7-2514
Copyright ©2024
Copyright owner IMD Copyright
Organization Novastone Capital Advisors
Industry Finance and Insurance, Private Equity
Available Languages English
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Case Study
Entrepreneurship through acquisition: Sébastien Perroud and the IAR Group

GENEVA (SWITZERLAND), AUGUST 2021. There was a lot at stake for Sébastien. This was the culmination of his 18-month NCA supported search journey to find a company to acquire. Instead of a single target, he was now faced with the prospect of acquiring 4 separate companies at once, consolidating them into a group. One, SAS, was bigger than the oth…

Entrepreneurship Finance Strategy
By Benoit F. Leleux, Dominik Hanslin, Iuliia Mordacheva, Matthias Rey and Frank Schuster
Case reference: IMD-7-2515, © 2024
Entrepreneurship through acquisition: Sébastien Perroud and the IAR Group
By Benoit F. Leleux Dominik Hanslin Iuliia Mordacheva Matthias Rey and Frank Schuster
Case reference: IMD-7-2515 ©2024
Summary
GENEVA (SWITZERLAND), AUGUST 2021. There was a lot at stake for Sébastien. This was the culmination of his 18-month NCA supported search journey to find a company to acquire. Instead of a single target, he was now faced with the prospect of acquiring 4 separate companies at once, consolidating them into a group. One, SAS, was bigger than the oth…
Reference IMD-7-2515
Copyright ©2024
Copyright owner IMD Copyright
Organization IAR Group
Industry Finance and Insurance, Private Equity
Available Languages English
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Case Study
Rede Mulher Empreendedora: Navigating mission integrity and financial sustainability

The case focuses on Rede Mulher Empreendedora (RME), Brazil’s largest support platform for female entrepreneurship, and its founder, Ana Fontes. Founded in 2010, RME had grown into a significant network by 2023, impacting the livelihoods of over 12 million women in Brazil, a country with substantial gender disparities. The platform offers initia…

Entrepreneurship Sustainability Diversity and Equity and Inclusion
By Vanina Farber, María Helena Jaén, Jose Mello, Lilian de Miranda, Patricia Araripe, Peter Munk Laursen and Rabia Chishti
Case reference: IMD-7-2613, © 2024
Rede Mulher Empreendedora: Navigating mission integrity and financial sustainability
By Vanina Farber María Helena Jaén Jose Mello Lilian de Miranda Patricia Araripe Peter Munk Laursen and Rabia Chishti
Case reference: IMD-7-2613 ©2024
Summary
The case focuses on Rede Mulher Empreendedora (RME), Brazil’s largest support platform for female entrepreneurship, and its founder, Ana Fontes. Founded in 2010, RME had grown into a significant network by 2023, impacting the livelihoods of over 12 million women in Brazil, a country with substantial gender disparities. The platform offers initia…
Reference IMD-7-2613
Copyright ©2024
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Organization Rede Mulher Empreendedora
Industry Services
Available Languages English
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Case Study
Employees in Foxconn’s business empire

Foxconn, a Fortune Global 500 giant and the world’s largest electronics manufacturer, made headlines in 2023 by announcing a shift to a five-day, eight-hour workweek in its Chinese factories – a significant departure from its long history of extended work hours and grueling conditions. While this decision was celebrated by labor advocates as a c…

Leadership Organizational Behavior Talent Management
By Zhike Lei and Yunfei Feng
Case reference: IMD-7-2584, © 2024
Employees in Foxconn’s business empire
By Zhike Lei and Yunfei Feng
Case reference: IMD-7-2584 ©2024
Summary
Foxconn, a Fortune Global 500 giant and the world’s largest electronics manufacturer, made headlines in 2023 by announcing a shift to a five-day, eight-hour workweek in its Chinese factories – a significant departure from its long history of extended work hours and grueling conditions. While this decision was celebrated by labor advocates as a c…
Reference IMD-7-2584
Copyright ©2024
Copyright owner IMD Copyright
Organization Foxconn
Industry Manufacturing
Available Languages English
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Case Study
Not so black and white: Grupo Inca’s black alpaca dilemma (B)

Picking up where Case A ends, Case B reveals that Grupo Inca decided to innovate internally and develop a new fabric from the rare black alpaca fiber. After nearly three years of effort, the Inoue brothers’ dream of creating a luxury collection from undyed black alpaca fiber became a reality. The collaboration between the Inoue brothers, Incalpa…

Social Innovation Business Ethics Sustainability
By Vanina Farber, Carolina Duran Silva, Baris Silahcioglu, Hugo ten Zijthoff and Shih-Han Huang
Case reference: IMD-7-2610, © 2024
Not so black and white: Grupo Inca’s black alpaca dilemma (B)
By Vanina Farber Carolina Duran Silva Baris Silahcioglu Hugo ten Zijthoff and Shih-Han Huang
Case reference: IMD-7-2610 ©2024
Summary
Picking up where Case A ends, Case B reveals that Grupo Inca decided to innovate internally and develop a new fabric from the rare black alpaca fiber. After nearly three years of effort, the Inoue brothers’ dream of creating a luxury collection from undyed black alpaca fiber became a reality. The collaboration between the Inoue brothers, Incalpa…
Reference IMD-7-2610
Copyright ©2024
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Organization Grupo Inca
Industry Manufacturing, Textile
Available Languages English
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