IMD business school for management and leadership courses

Dolf van den Brink, CEO of HEINEKEN, left the company’s global headquarters in Amsterdam for a company retreat. Over the next three days, the entire executive team would gather to discuss the company’s future. The preliminary results for 2022, presented during the recent two-day Capital Markets Event, were positive, and the company’s progress on…

Sept 2022. Corinne Avelines, SIBIUS’s CEO, had received the news that the results of the first large-scale test of the company’s first product had just been published. The test, conducted with children between 3 and 4 years old, validated their approach to early detection of autism. The technology was grounded in research showing that it was pos…

The case discusses the development of Valeur Absolue – the niche luxury perfume company – from its inception in 2012 through to 2022 and the leadership journey of its founder Bénédicte Foucart. In pursuit of her purpose to empower women and increase the positive energy in their lives, Bénédicte believed that she would be able to address women’s …

AMAG is Switzerland’s premier automotive retail and service company, holding exclusive rights to import Volkswagen Group car brands such as Audi, Volkswagen, Skoda, Cupra and Seat. In 2022 AMAG had 7,300 employees and a revenue of CHF 4.4 billion. The electrification of the automotive industry and the introduction of the agency model by the Volk…

Without much family discussion, PDJ put majority ownership of Grundfos into the Poul Due Jensen Foundation in 1975. His family would receive a 15% stake in the company. This ownership stake was important, since by Danish law, the company could be sold if family ownership fell below 10%. The 8-member foundation board would oversee the company’s l…

Nathalie grappled with the divergent views in her head and from her team, evaluating a range of options: Persisting doggedly, halting completely, pausing temporarily, decelerating prudently or reconsidering and crafting a new strategy. The case discusses the cost of perseverance and provides an opportunity to explore the qualities of a CEO faci…

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 chang…

The Midvale Healthcare System case explores the impact of complexity, uncertainty, volatility and ambiguity (CUVA) on leadership decision making and prioritization. Midvale, a traditionally stable healthcare provider, is experiencing an escalating cascade of internal and external challenges. These include shifting patient demographics, reimburse…

In 2022, Elon Musk, known for his innovative ideas and often compared to Steve Jobs, made a big move by buying Twitter for $44 billion. He then started transforming the microblogging platform, rebranding it as “X.” His goal was to turn Twitter into a super app like WeChat in Asia, combining many services like messaging, shopping and payments int…

E-commerce as a share of retail continues to grow, accelerated by the pandemic. This is particularly true of the online grocery market. As one of the largest online grocery markets in the world, the UK has many players, but two of the most dynamic are the market leader – Tesco – and Ocado. These two companies have taken markedly different approa…

Part One: Ipsen, a global pharmaceutical firm headquartered in France, was facing significant challenges, including regulatory setbacks and fierce competition, when David Loew assumed the role of CEO in 2020. The loss of exclusivity for Somatuline, Ipsen’s flagship cancer drug, added to the complexities. Tasked by the board, Loew aimed to lead …

Nine out of every ten employees globally work for a private business, and their capitalization and turnover dwarf those of list companies — but their challenge for the future is not only doing good, but to be seen to be doing good.

IMD’s Jim Pulcrano explains how Roasting Plant found the business model to bring an innovative new technology to market

Inclusivity and belonging are a challenge for all of us – here are some solutions for individuals, leaders, organizations and society as a whole.

Howard Yu, LEGO® Professor of Management and Innovation, sets out what being fit for the future means in practice and the key lessons that can be learned from future-ready companies

The RWE CEO tells Jean-François Manzoni how he is reshaping the power company to drive the energy transition and why leaders need to always keep something in the tank to remain resilient.

A flurry of venture capital activity presents investors with a challenge: how to distinguish genuine innovators from opportunistic players capitalizing on the AI hype. Enter Harshul Sanghi, a seasoned technology investor with a framework to separate the wheat from the chaff.