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Book

Generation Jobless?

Turning the youth unemployment crisis into opportunity

By Peter Vogel

253 pages

Hardcover

Overview

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Overview

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Generation Jobless? uniquely explores the characteristics of both today’s and tomorrow’s youth and the causes of the youth unemployment crisis.

The book takes a global, multi-stakeholder perspective to showcase proven solutions to tackle the crisis. Featuring interviews and input from business leaders, policy makers, educators, entrepreneurs and the Next Generation itself, it offers a positive and constructive look at change by directing each group to become part of the solution and in particular youth to take on responsibility for themselves and their peers by turning into job creators rather than job seekers.

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Research Information & Knowledge Hub for additional information on IMD publications

Hardcover

eBook

You can also buy the book on Barnes & Nobles, Book Depository, Orell Füssli and Routledge.

Publisher

Palgrave Macmillan

ISBN

9781137375933

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Case Study

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Case reference: IMD-7-2611 ©2024

Summary

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 management consulting, was confronted daily with the hassles of recruiting when information about candidates could not be validated easily. Research showed that 30% to 50% of CVs contained errors, omissions or outright fraudulent claims. Could trust in the recruitment process be re-created for the benefit of all parties? The initial idea in 2010 was to develop a solution for digitally certified diplomas, and it led to the launch of CVTrust. Through a number of iterations based on feedback from early adopters, including some prestigious European business schools, the solution evolved from Smart Diploma to Smart Certificate and a full suite of fully integrated SaaS addressing the digital certification needs of all certificate-granting institutions. By 2024, CVTrust was forced to revisit its business model, competitive advantages and routes to market for a number of reasons. These included the emergence of open standards, legislation on digital certificates and an increase in digital education in the wake of the Covid-19 pandemic. Was it time to pivot again to remain relevant?

Reference IMD-7-2611

Organization CVTrust

Industry Information Technology, Information Technology Services

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Entrepreneurship

Digital

Venture Capital

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How to get your kids engaged in the entrepreneurial family galaxy

By Alfredo De Massis and Emanuela Rondi
in Belfast Telegraph 8 January 2025

Summary

Family businesses hold a unique place in the economic and social landscape. They represent not just entrepreneurship but also heritage, values and a legacy passed down through generations.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Family Business

Organizational Behavior

Entrepreneurship

Browse all topics

Where to start: Attracting the best Gen Z talent

By Lars Häggström
in I by IMD

Summary

By 2025, Gen Z will shape the workforce. They seek purpose, flexibility, and work-life balance, making startups and large companies adapt to their unique needs.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Business Transformation

Change Management

Corporate Governance

Human Resources

Talent Management

Browse all topics

The future of family businesses: Trends to watch in 2025 and beyond

By Alfredo De Massis and Emanuela Rondi
in Maddyness 30 December 2024

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Family Business

Entrepreneurship

Leadership

Browse all topics

The role of connection and trust in business success

By Susan Goldsworthy
in SME Web 16 December 2024

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Team Dynamics

Communication

Leadership

Talent Management

Browse all topics

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

Organization IG4 Capital Partners

Industry Finance and Insurance, Private Equity

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Finance

Emerging Market

Entrepreneurship

Sustainability

Browse all topics