Ulrich Steger

In this case, the authors describe the corporate development of BMW as one of the most successful brands in the automotive industry and look at the corporation’s global R&D network in more detail. ...

During the economic crisis, the board of NorgeRims, an automotive supplier, finds itself in a difficult situation. On the one hand the company is facing bankruptcy due to the economic crisis that d...

Ralf Muhrmann was outside director of an Indian micro-lending organization. In a presentation of the 5-year strategy plan given by the CEO, Ralf Muhrman gets more upset by the minute, as the CEO’s ...

The chairman and the CEO of a successfully run company are discussing the possible succession planning of the CEO. The CEO impatiently points out that he will lose respect if succession planning sh...

Markus Sailer was the nominee director for an Austrian bank; sitting on the board of Hanoi Energy Technology. The company was a joint venture between three partners: a Vietnamese investment fund wi...

Markus Sailer, after being fed up with the situation of the autocratic chairman at HET and after having consulted his superiors and his fellow foreign directors, writes a letter to the chairman of ...

When first founded in 1998, the CS initiative was set up to appeal to US-based companies. It was innovative and ambitious with a goal of encouraging companies to reach absolute CO2-reduction, overc...

In April 2008, UBS was the bank that had been hit hardest by the subprime crisis. Due to its high risk exposure, UBS had to write down almost US$ 40 billion. The first consequences were already dra...

Over the last decade sound corporate governance has become a hot topic, as misconduct by senior executives rocked the business world and outraged investors. Increasingly, effective corporate govern...

In November 2006, WWF Germany and Sustainable Asset Management (SAM) published the report Carbonizing Valuation: Assessing Corporate Value at Risk. The report argued that utility companies’ financi...

This case study (based on a qualitative empirical study of sustainability partnerships) describes internal and external challenges associated with partnerships in general (and in the area of climat...

This note gives structural, operational, task-related and organizational recommendations on best practice subsidiary corporate governance.

Baju Soki, director of BTL Construction and employee of First National Bank learned about a possible bribe of BTL Construction or one of its consultancies to secure a large scale construction proje...

After Jürgen Dorman took over the role of chairman and later CEO of crisis-shaken ABB, he put various corporate governance reforms into action. Among them, a strategy committee and an executive com...

Today's corporations face many demands from a plethora of different stakeholders, which are often incongruous. While shareholders demand a decent return on their investment, employees demand safe a...

This case examines the way a Carbon Fund can support economic development projects that minimize CO2 emissions. The generated certificates are sold on the markets via the Kyoto mechanism. Whereas m...

An ABB team discusses the various pros and cons of going carbon neutral with the various possibilities at hand to offset GHG emissions. This is an abridged version of the IMD case titled “ABB's Car...

Baldev, the legal council of Global Logistic, faced accusations of foul play in acquiring authorization for Global Logistic Inc. to build their logistics center in the most interesting location of ...

David Bauer, an expert on pharmaceutical project management, was asked by the Brazilian Investment Group to serve as a director on the board of one of their investments – i-Invent. Never having ser...

Jack Wood needs to identify, assess and evaluate the risks threatening the success of a global automotive manufacturer embracing innovation, communication and leadership. He identifies a wide array...

Unless it fits a company's economic imperative, attempts to integrate corporate social responsibility into strategy and operations can end up as rhetoric, not action.