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.”
China's technology sector - AI innovation
Summary
China's technology sector leads global innovation with AI, semiconductor growth, and strategic diversification. R&D investments fuel success amid regulatory challenges.
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Your company (and your life) in the hands of an AI agent?
Summary
The case study introduces an original way of exploring the many questions and concerns around AI adoption in business. Based on a true story, it discusses the dilemma of AI implementation through Joe, the CIO of ParcelFlow. Joe is getting ready to present his AI strategy to the company's executive committee. Joe is also diabetic and on the morning of his presentation, he receives an AI-powered insulin pump. This is a life-changing event that raises both questions and fears that range from device functionality and safety to data privacy. Joe realizes that at his morning doctor's appointment, he has just gone through the same process that the executive committee is about to experience. Will Joe succeed in convincing the executive committee to transition towards the use of AI agents? To ultimately transform ParcelFlow's operations, Joe knows that answering the committee's concerns is vital. Joe's thoughts span the various stakeholders he needs to convince: Diane - the chief financial officer; Elena - the head of customer experience; Michael - the head of operations; Albert - the chief human resources officer; Robert - the legal counsel; and Lucy - the chief executive officer. Each stakeholder will have their own reservations and worries about the financial implications, customer experience, operational efficiency, workforce impact, legal compliance, and overall benefits of AI. Building trust is key for engaging people in this technological revolution. This can be achieved smoothly and rapidly by understanding, identifying and analyzing what AI is about and what it will do for us or our business. And most importantly, it must be accomplished with an excellent communications strategy.
Reference
IMD-2666
Copyright
©2025
Copyright owner
IMD Copyright
Industry
Healthcare, Medical Device;Healthcare, Pharmaceuticals
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
AstraPay in Indonesia: Playing the digital payments platform vs. ecosystem game
Summary
This case study explores AstraPay’s journey to become a significant player, despite its latecomer status, in Indonesia’s burgeoning digital payments landscape. Launched in 2018, AstraPay had grown to serve over one million customers, but it faced intense competition from tech-first digital super-apps like GoTo and OVO. Led by Rina Apriana, who became CEO in 2023, AstraPay had to leverage its unique position within Astra International, a vast conglomerate with deep roots in Indonesia’s economy, to differentiate itself. The case first explores the conceptual differences between a platform and an ecosystem. It then considers how AstraPay can leverage Astra International’s unique characteristics to unlock synergies and evolve into an ecosystem. The question is underpinned by considerations on how AstraPay can best leverage its late mover status to compete with established digital first competitors. Finally, the students are encouraged to explore a range of alternative options available to Astra for building its ecosystem by highlighting the pros and cons of each approach against which to assess the final path taken by AstraPay.
Reference
IMD-2650
Copyright
©2025
Copyright owner
IMD Copyright
Organization
AstraPay
Industry
Finance and Insurance, Financial Services
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Is a US crypto reserve the next Fort Knox or a financial time bomb?
Summary
US President Donald Trump’s full embrace of digital assets has sent shock waves through the cryptocurrency market, driving a price surge while creating both new opportunities and heightened risks for investors and corporations. Last week, Mr Trump...
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Wie steht es um Ethik, Fairness und soziale Stabilität? Sieben Schlüsselfragen zur KI
Summary
Artificial intelligence promises great opportunities, but also dangers. Society must consistently ask itself how best to deal with this unavoidable and at the same time disturbing technology. Artificial intelligence (AI) is both heaven and hell. I...
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TBC Group: Future proofing a history of success
Summary
The case explores TBC Bank Group’s remarkable journey from a small Georgian bank to a regional leader in digital financial services across Central Asia. Founded in 1992 with just US$500 in initial capital, TBC evolved into Georgia’s largest financial institution and pioneered into digital banking. The case highlights TBC’s strategic expansion into Uzbekistan, where it rapidly built a leading digital banking ecosystem. Students will analyze TBC’s international growth approach as it transformed customer experience, leveraged technology and built a sustainable competitive advantage through product diversification, strong organizational culture and operational agility. The case explores international market entry, digital transformation and aligning strategies with local market needs, highlighting how TBC’s focus on innovation drives its regional expansion.
Reference
IMD-2651
Copyright
©2025
Copyright owner
IMD Copyright
Organization
TBC Bank Group
Industry
Finance and Insurance, Banking
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Boosting and sustaining operational excellence
Summary
The case explores the principles and challenges of operational excellence through the experience of Magdi Batato, former EVP of Operations at Nestlé. It examines how he implemented Mission-Directed Work Teams (MDWTs) to empower front-line workers,...
Reference
IMD-2653
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Nestlé
Industry
Consumer Goods, Food and Beverage;Consumer Goods
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
ABN AMRO (A): When culture drives transformation
Summary
The case describes two transformation journeys for ABN AMRO bank. The first transformation is cultural and the second is digital. It explores the interplay between these two journeys from the perspective of the head of the Personal Banking. The case goes into detail regarding how the bank rebuilt its internal operating model. The hierarchy was de-layered and replaced with agile ways of working, employee empowerment and a new performance management approach. At first, there was a lot of chaos, but, after some time for adjustment, benefits started to appear, such as higher NPS scores and improved financial results. The new approach also helped the bank cope with the Covid-19 pandemic as many of the changes were linked to remote working for employees and technology-mediated service provision for customers. The case also explores new challenges that appeared. While some teams embraced the new ways of working, others had trouble letting go of legacy approaches. There were inconsistencies and confusion around performance measurement. Despite improving performance in some areas, multifunctional teams were not necessarily delivering the best customer experiences. Sick leave was increasing, and there were signs that employee engagement was falling. The reader is placed in the shoes of the head of Personal Banking who must come up with solutions to these challenges.
Reference
IMD-7-2192
Copyright
©2025
Copyright owner
IMD Copyright
Organization
ABN AMRO
Industry
Finance and Insurance, Banking
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
ABN AMRO (B): The challenge of scaling self-organization
Summary
The B case picks up at the end of Case A. It’s now autumn 2022. Klaas Ariaans and Eric Jones, leaders within ABN AMRO’s Personal and Business Banking Division had been reflecting on the success of self-organization in their divisions. This new wor...
Reference
IMD-7-2439
Copyright
©2025
Copyright owner
IMD Copyright
Organization
ABN AMRO
Industry
Finance and Insurance, Banking
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Surviving the cut: What do you do when your coworkers get laid off?
Summary
Business traditionally emphasizes the consequences of downsizing on the leavers, but what happens to those who stay? In the aftermath of corporate restructures, "survivors" find themselves navigating a complex mix of emotions and uncertainty. Alys...
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