Life in the Digital Vortex
A peripheral concern for most firms in 2015, digital disruption now impacts half of companies globally – and has become a top-of-mind issue at the board level.
Our latest research uncovered these and many other important insights about how the state of disruption across industries has changed since 2015. This new study from the Global Center for Digital Business Transformation (DBT Center), an IMD and Cisco initiative, draws on survey data from hundreds of executives, along with quantitative data, such as where venture capitalists are placing their bets.
The results show large differences among industries in how they are experiencing the effects of disruption in the “Digital Vortex.”
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Many new businesses have emerged in recent years with few employees, no roots in the community, and heavily reliant on Big Tech for survival.
Many new businesses have emerged in recent years with few employees, no roots in the community, and heavily reliant on Big Tech for survival.
In June 2024, at the CocoaCrafters Operating Centre, Elena Fever faced a crucial meeting with the board of directors. The discussion surrounded how to integrate Generative AI (GenAI) into the company’s supply chain strategy to enhance forecasting ...
With fact-checking out and community-driven moderation in, Meta is betting big on free speech – but critics warn the move could open the floodgates for disinformation and online harm.
When the dotcom bubble burst in March 2000, this did not stop the world from going digital, but it did poke holes in the concept of trust, especially in the digital world. David Goldenberg, a Belgian entrepreneur with extensive experience in manag...
The increasing pace of disruption and change means leaders need to cultivate behaviors that support their sustained success. From building strategic flexibility to broadening stakeholder connections, here is our expert guide to leading in an age o...
China has set a bold objective to become the global leader in AI by 2030. By 2030, AI could potentially add $600 billion to China's economy annually. The country hosted over 4,500 AI companies in 2024, representing 15% of the global total. China i...
Companies don’t operate in a vacuum. Corporate leaders have to navigate political dynamics, and in Chapter 12 we discuss nonmarket strategies. But there’s a global dimension to sustainability that’s worth a separate discussion. Will rising geopoli...
In late 2020, as the world began to emerge from the worst of the COVID-19 pandemic, Wärtsilä, a Finnish corporation specializing in power systems, made a bold decision. Despite being a well-established company with a strong track record in...
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 bil...
in I by IMD
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in I by IMD
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Case reference: IMD-7-2593 ©2024
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Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-7-2611 ©2024
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in I by IMD 8 January 2025
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Research Information & Knowledge Hub for additional information on IMD publications
in Binder, Julia Katharina (Ed.); Haanaes, Knut Bjarne (Ed.) / Leading the sustainable business transformation: A playbook from IMD, pp. 47-57 / Hoboken: Wiley, 2025
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in Binder, Julia Katharina (Ed.); Haanaes, Knut Bjarne (Ed.) / Leading the sustainable business transformation: A playbook from IMD, pp. 1-7 / Hoboken: Wiley, 2025
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
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...