Aktiva buys Yaco: A case study of market manipulation with options

A scenario based framework showing how banks can build a sustainable finance strategy that balances long term sustainability commitments with strong financial performance.

The fourth industrial revolution (I4.0) is critically relevant to the future of business management. In this study, we theoretically examine I4.0 investment and implementation from a social capital perspective. By explicating the various forms of ...

IMD’s Inside the Transition explores how finance drives the energy transition, with Pictet CSO Marie-Laure Schaufelberger on credibility, capital, and ESG.

IMD’s Salvatore Cantale explores how CFOs can balance CEO ambition and board oversight to strengthen decision-making and ensure long-term business success.

The Gulf’s search for influence beyond oil now runs through Africa. Sovereign wealth fund the Qatar Investment Authority is investing $500 million in Ivanhoe Mines, a Canadian company that produces copper and other key minerals in Africa. The deal...

With even the most seasoned investors growing uneasy, the analysts who foresaw the 2008 market crash share how they view the current state of the financial markets.

Big-name stocks dominate global equity indices, creating hidden risks for investors. Here are strategies to mitigate concentration and volatility.

The shadow banking system is back in the spotlight. Hedge funds and private credit vehicles are huge in size and their ties to banks have deepened to the point that trouble in that market could jolt the wider financial system, regulators are warni...

Family-run companies have unique challenges—balancing family interests with the goals of investors and the company itself. Yet there is not enough clarity on how this affects performance in different countries. We wanted to fill that gap. Our work...

Michel Galeazzi and Felix Ackermann, founding partners of the private equity firm Evoco, sat with the rest of the team pondering the latest strategic issues. Evoco had evolved significantly as a fund manager since its creation in 2012, taking advantage of newly identified opportunities and developing novel competencies. Its first three funds had an excellent track record, which provided a strong platform to continue learning and to evolve the business models of its funds. Evoco's founding premise was to develop business solutions for governance and liquidity issues that emerged in private equity, creating investment opportunities for its investors in the process. The first two funds, Evoco TSE I and II, focused primarily on developing secondary solutions for liquidity and governance issues in private equity, i.e. acquiring portfolios of positions in late-stage or undermanaged buyout funds, and creating value by accelerating exits and engineering a palette of value-creating, hands-on strategic initiatives. The sellers typically required liquidity for some reason, e.g. new investment paradigms, better allocation opportunities or team reorganization. With Evoco TSE III, the strategy was refined, opening the door to single-asset deals and ever more original value creation interventions facilitated by majority ownership positions. When US President Donald Trump announced a tsunami of new tariffs on 'Liberation Day' 2 April 2025, the world of trade and industry was thrown into disarray, and private equity with it. Would it make sense to capitalize on the upheaval by tweaking the firm's strategy again to fine-tune an even more compelling investment proposition? Which direction should that take?