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Book

Strategy is Digital

How companies can use big data in the value chain

By Carlos Cordon, Pau Garcia-Milà, Teresa Ferreiro Vilarino and Pablo Caballero

144 pages

Hardcover

Overview

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Overview

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This book presents strategies and practices to allow everyday companies to cope with the fundamentally changing landscape of business models and to take advantage of the huge business opportunities arising from the advent of big data.

It develops several case studies from companies in traditional industries like LEGO, Yamato and Mediq, but also examines small start-ups like Space Tango, which is partnering with major multinationals to develop new business models using big data.

The book argues that businesses need to adapt and embark on their big data journey, helps them take the first step, and guides them along their way. It presents successful examples and deducts essential takeaway lessons from them, equipping executives to capitalize on big data and enabling them to make intelligent decisions in the big data transformation, giving their companies an essential competitive edge.

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Hardcover

eBook

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

Publisher

Springer

ISBN

9783319311319

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Case Study

Nestlé Health Science: Building a healthy future towards 2030

Strategy General Management Global Business

By Niccolò Pisani, Elham Pazirandeh-Micol, Karine Richard, Liudmila Ost and Quentin de Rham

Article

Research: How AI helped executives improve communication

A great way for executives to hone their communication skills is by having a coach listen in on their conversations and provide feedback. But given the increasing capability of AI-based tools to have meaningful conversations with people, research...

Artificial Intelligence Communication Coaching Digital

By Katharina Lange and José Parra Moyano

in HBR.org

14 February 2025

Article

When your coworkers got laid off — but you didn’t

The colossal wave of downsizing in the last few years is dividing the workplace in two, between the leavers and the survivors. Business has traditionally emphasized the consequences of downsizing on the leavers, sometimes putting in place severanc...

Workplace Well-being Team Dynamics Disruption Change Management

By Alyson Meister and Victoria Kemanian

in HBR.org

7 February 2025

Article

Solving the puzzle of today’s multi-dimensional labor force

Gone are the days of the loyal company man or woman. Today’s workforce often includes a mix of freelancers, agency temps, and outside contractors. Here are four work models to keep these disparate elements happy and motivated.

Leadership Strategy Talent Management Human Resources Organizational Design

By Sebastian Reiche

in I by IMD

5 February 2025

Case Study

Navigating the negotiation staircase

Negotiation Decision Making Stakeholder Management Value Creation

By Michael D. Watkins

Article

How to master the 6 skills of strategic thinking

Are you struggling to lead successfully in the face of relentless disruption and uncertainty? Now’s the time to master the art of strategic thinking, starting with these six key skills.

Strategy Disruption

By Michael D. Watkins

in I by IMD Brain Circuits

4 February 2025

Article

Well-being initiatives - Driving Real Change

It takes more than an occasional yoga class to tackle the problems of burnout, financial stress, and poor mental and physical health. New research reveals which strategies can move the dial on employee well-being.

Workplace Well-being Change Management

By Wolfgang Seidl and Gillian Pillans

in I by IMD

4 February 2025

Article

Are stakeholders making or breaking your strategy?

How an easy-to-use tool can help executives assess and manage the impact of stakeholders on the creation and destruction of value.

Strategy Leadership Stakeholder Management Value Creation

By Paul Strebel, Angeliki Papasava and Patrick Reinmoeller

in I by IMD

3 February 2025

Nestlé Health Science: Building a healthy future towards 2030

By Niccolò Pisani Elham Pazirandeh-Micol Karine Richard Liudmila Ost and Quentin de Rham
Case reference: IMD-7-2636 ©2025

Summary

The board of Nestlé S.A. announced that Anna Mohl would become the CEO of Nestlé Health Science (NHSc) — a global leader in nutritional science — on 1 January 2024. She was delighted to hear about her new position but knew there was little time to celebrate. The pressure was on her to make timely strategic decisions to navigate some operating challenges while future-proofing the business for years to come. As Anna sat at her desk and looked out the large window, she began reflecting on how NHSc had grown under her predecessor, Greg Behar, who was instrumental in expanding it into new markets and establishing it as a well-known player in nutritional health solutions. Anna’s dilemmas boiled down to four main questions: Should the company choose organic or inorganic growth? What about market expansion and exploring potential outside North America? How to ensure continued product innovation via research and development (R&D) and potential acquisitions? Finally, how best to align sustainability goals with financial performance? And, of course, expectations were high and a lot was at stake. Anna was aware that the journey ahead would not be easy, but she was ready to tackle the challenges head-on, steering the company towards long-term success.

Reference IMD-7-2636

Organization Nestlé Health Science

Industry Healthcare, Health and Medical Services;Healthcare, Pharmaceuticals

Available Languages English

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Related topics

Strategy

General Management

Global Business

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ABN AMRO (A): When culture drives transformation

By Michael R. Wade and Lisa Simone Duke
Case reference: IMD-7-2192 ©2025

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

Organization ABN AMRO

Industry Finance and Insurance, Banking

Available Languages English

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Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Digital

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Related topics

Digital

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Related topics

Artificial Intelligence

Communication

Coaching

Digital

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When your coworkers got laid off — but you didn’t

By Alyson Meister and Victoria Kemanian
in HBR.org 7 February 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Workplace Well-being

Team Dynamics

Disruption

Change Management

Browse all topics

Solving the puzzle of today’s multi-dimensional labor force

By Sebastian Reiche
in I by IMD 5 February 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Strategy

Talent Management

Human Resources

Organizational Design

Browse all topics

Navigating the negotiation staircase

By Michael D. Watkins
Case reference: IMD-2660 ©2025

Summary

This technical note introduces the Negotiation Staircase Framework, a comprehensive approach to understanding and managing complex negotiations. The framework presents six distinct levels of negotiation: Set-up, Process Definition, Guiding Principles, Shared Fact-bases, Deal Architecture and Detailed Bargaining. The note explains how skilled negotiators move both down and up the staircase as needed, addressing issues at the appropriate level to achieve optimal outcomes. Through a detailed case study of a technology partnership negotiation between TechNova and MediOptimize, the note demonstrates the practical application of the framework at each level. Special attention is given to implementation strategies, including recognizing and diagnosing negotiation challenges, explicit communication techniques and maintaining the relationship . The note provides guidance for managing transitions between levels and maintaining progress throughout complex negotiations.

Reference IMD-2660

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Negotiation

Decision Making

Stakeholder Management

Value Creation

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