Digital transformation in Swiss public broadcasting (A): Leading & accelerating change at SRF
This case examines the leadership challenges faced by Nathalie Wappler, the new CEO of SRF, a public media company that operates in the German-speaking part of Switzerland and is part of the largest media company in Switzerland, SRG. The study spans the period from 2019 to 2021, capturing the seismic shift in corporate identity, disruptive changes in consumer behavior and the emergence of new players in the media industry. The central challenge revolves around two key questions: First, how to lead a traditional media organization towards the future while also maintaining its core amid industry disruption? And second, what leadership qualities are required to effectively navigate such a dual transformation? Drawing on a combination of internal strategy documents, along with publicly available information, the case highlights the strategic journey undertaken by Nathalie amidst the turbulence of the Covid-19 pandemic, and the broader challenge of leadership in the face of an unpredictable black swan-style event that becomes the new normal. It reveals that strategic decision making should not be paralyzed by incomplete data and emphasizes the importance of a robust and bold strategy combined with the right type of leadership. The findings underscore that Nathalie’s leadership style, characterized by collaboration and inclusivity, was complemented by a clear vision and strong conviction. This framework enabled her to effectively navigate the transformational journey and overcome potential short-term derailments. Unique and unfiltered access to Nathalie and the SRF organization provide valuable insights, enabling students to explore the complexities of decision making in dynamic industries. The case prompts students to consider when to persevere, adapt or pivot, and encourages self-reflection on their own leadership adaptability in similar challenging scenarios.
- Analyze the challenges faced by traditional media navigating industry disruptions and changing consumer demands.
- Assess the impact of extreme systemic disruption – Covid-19 – on strategic decision making and transformation efforts.
- Examine how leadership drives strategic transformation and identify the qualities needed to navigate accelerating organizations.
Swiss Radio and Television, Media, Radio, Media, Television, Media, Travel and Leisure, Entertainment
2019-2021
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications

Leaders at the WEF’s Annual Meetings of the Global Future Councils and Cybersecurity focused less on rivalry and more on action.

Chef Pam shares how creativity, connection, and simplicity can transform pressure into possibility and legacy into a philosophy of leadership.

Nothing stunts team progress like “undiscussables.” Left unmanaged, they choke the team’s problem-solving abilities and its capacity to learn and change. In this four-part series, we provide a guide for team leaders to tackle thorny issues, beginn...

Kiran Bedi reveals how fearless leadership built on integrity, discipline, and purpose can turn conviction into trust and service into impact.

Learn how to start Tackling your team’s taboos by addressing the “undiscussables” that block problem-solving, learning, and meaningful team progress.

A common trap new leaders fall into is the desire to please others. But don’t be fooled: people-pleasing is exhausting and can quickly lead to burnout. Go through the questions below to see if you’re at risk and check out the tips on breaking the ...

Poman Lo argues that purpose-driven leadership, not profit, must guide Asia’s transformation toward sustainability amid the growing climate crisis.

New leaders, beware: the urge to please everyone can lead to exhaustion and burnout. Learn how to spot the signs and Don’t become a people pleaser.
The case study examines the organizational transformation challenges faced by MedTech Diagnostics, an 850 million medical diagnostics company attempting to balance innovation speed with regulatory compliance and quality standards. CEO Patricia Che...

Bayer Canada empowers frontline staff through a dynamic shared ownership model, boosting customer focus, collaboration, and inclusive leadership.
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
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD Brain Circuits 15 October 2025
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications