HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeArt of creative leadership: Diaghelev and the Ballets Russes, early 1900sback to Strategy

Case Study

Art of creative leadership: Diaghelev and the Ballets Russes, early 1900s

By Derek F. Abell and Natalia Karpova

21 pages

June 2002

Order this case study

Reference: IMD-3-1053

This case, to be taught in conjunction with the case “Art of Creative Leadership: Taranda and the Imperial Russian Ballet, 2000” (IMD-3-1054), has been written to demonstrate that business might have something to learn from leadership in the arts, and vice-versa. The great impresario, Sergej Diaghelev, brought the Ballets Russes to Paris in 1909, and transformed ballet worldwide as a result. The case provides a rich panorama of Diaghelev’s life, work, and leadership – and implicitly demands comparison between his life, work and accomplishments and the lives, work and accomplishments of our business leaders. There are also sharp contrasts with Taranda, who is trying to follow in Diaghlev’s footsteps a century later. Key leadership learning points revolve around the definition of personal and organizational purpose, leadership competences and capabilities, and how these are acquired as well as latent, and the fit between an epoch, its opportunities and leadership ambitions. A video and a teaching note complete this case series.

Keywords

Organizational Purpose, Strategic Redefinition, Performing Arts

Settings

1909

Type

Published Sources

Available Languages

English

Related material

Teaching note, Video

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Art of creative leadership: Diaghelev and the Ballets Russes, early 1900s
Art of creative leadership: Taranda and the Imperial Russian Ballet, 2000

This case study is part of a series

Art of creative leadership: Diaghelev and the Ballets Russes, early 1900s
Art of creative leadership: Taranda and the Imperial Russian Ballet, 2000

Keep reading

Article

Will shortages hit before tariff tensions ease?

Global trade faces tariff risks and supply chain strain. Freight leaders from DHL and Kuehne + Nagel share insights on navigating uncertainty and shortages.

Geopolitics Global Business Strategy Supply Chain

By Simon J. Evenett

in I by IMD

Article

Can you rely on AI? - AI Trust Checklist

Use our AI Trust Checklist to avoid bias, hallucinations, and deepfakes. Practical tips to build trust in your AI systems.

Artificial Intelligence Leadership Strategy

By Öykü Işık and José Parra Moyano

in I by IMD

Article

Are stakeholders making or breaking your strategy?

Leaders are often unaware of their value-critical stakeholders, inhibiting progress on strategic issues. The solution is to get rid of free riders and predators and build more involvement in the value-creation cycle by the stakeholders that matter...

Strategy Stakeholder Management

By Paul Strebel, Angeliki Papasava and Patrick Reinmoeller

in I by IMD Brain Circuits

1 May 2025

Article

Leading Global Operations - Complexity and Change

Leading global operations through complexity and change in 2025 means embracing AI and ML to streamline supply chains and meet rising demands.

Artificial Intelligence Digital Leadership Strategy Supply Chain

By Ralf W. Seifert and Katrin Siebenbürger Hacki

in I by IMD

Article

Repairing reputational damage: don’t go the way of Boeing

All organizations should have a plan to secure trust during, after (and even before) a crisis hits. Here are a host of examples, good and bad, to learn from.

Leadership Resilience Strategy

By Michael Skapinker

in I by IMD

Case Study

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

Strategy Innovation

By Carlos Cordon, Antonio Di Brino, Jesper Fibiger, Frank Kristensen, Soniya Soniya and Alison End Fineberg

Article

Strategy Meets Execution - Supply Chain

10 years of exclusive surveys reveal top supply chain strategy challenges—and how tools like AI, ML, and digital twins are reshaping the path forward.

Strategy Supply Chain

By Ralf W. Seifert and Katrin Siebenbürger Hacki

in I by IMD

Article

4 Key Guidelines for Success - Demystifying AI Use Cases

Uncover AI use cases and opportunities with 4 clear imperatives that align data with business value. Avoid pitfalls and ask the right questions.

Artificial Intelligence Strategy

By Didier Bonnet and Achim Plueckebaum

in I by IMD

Article

How to build strategic agility with an intelligent organizational sensory system

In today’s fast-paced business environment, an intelligent organizational sensory system is your key to staying ahead. This system integrates tools, processes, and practices to monitor your environment, capture signals of change, and turn them int...

Strategy Agility

By Michael D. Watkins

in I by IMD Brain Circuits

7 April 2025

Article

How the EU can boost its sluggish competitiveness

The European Commission is once again focused on boosting Europe’s competitiveness, this time by integrating the bloc’s capital markets. The EU executive published a range of measures on March 19, aimed at unlocking the €11.6 trillion ($12.8 trill...

Competitiveness Economics Strategy

By Arturo Bris

in The National

5 April 2025

Will shortages hit before tariff tensions ease?

By Simon J. Evenett
in I by IMD

Summary

Global trade faces tariff risks and supply chain strain. Freight leaders from DHL and Kuehne + Nagel share insights on navigating uncertainty and shortages.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Geopolitics

Global Business

Strategy

Supply Chain

Browse all topics

Can you rely on AI? - AI Trust Checklist

By Öykü Işık and José Parra Moyano
in I by IMD

Summary

Use our AI Trust Checklist to avoid bias, hallucinations, and deepfakes. Practical tips to build trust in your AI systems.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Artificial Intelligence

Leadership

Strategy

Browse all topics

Are stakeholders making or breaking your strategy?

By Paul Strebel Angeliki Papasava and Patrick Reinmoeller
in I by IMD Brain Circuits 1 May 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Stakeholder Management

Browse all topics

Leading Global Operations - Complexity and Change

By Ralf W. Seifert and Katrin Siebenbürger Hacki
in I by IMD

Summary

Leading global operations through complexity and change in 2025 means embracing AI and ML to streamline supply chains and meet rising demands.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Artificial Intelligence

Digital

Leadership

Strategy

Supply Chain

Browse all topics

Repairing reputational damage: don’t go the way of Boeing

By Michael Skapinker
in I by IMD

Summary

All organizations should have a plan to secure trust during, after (and even before) a crisis hits. Here are a host of examples, good and bad, to learn from.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Resilience

Strategy

Browse all topics

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

By Carlos Cordon Antonio Di Brino Jesper Fibiger Frank Kristensen Soniya Soniya and Alison End Fineberg
Case reference: IMD-2663 ©2025

Summary

Medacta Group SA is a rising star in the orthopedics market, achieving global success through innovative products and techniques, with a particular emphasis on minimally invasive techniques that bring meaningful value to its patients. With its approaches such as Anterior Minimally Invasive Surgery (AMIS) for hip replacement and Kinematic Alignment for knees, Medacta offers high-quality techniques, supporting tools and cutting-edge implants. It also offers personalized surgeon education through the Medacta Orthopedic Research and Education (M.O.R.E.) Institute. Medacta is situated in an evolving landscape, with competitors including Stryker and Zimmer Biomet investing heavily in robotic technologies. Technological advances are being made in data-driven planning tools – including augmented reality – and research institutes are looking for the most advanced solutions as demanded by many hospitals and surgeons. Despite these trends in the industry, Medacta's CEO, Francesco Siccardi has concerns regarding the value of existing robotic systems, noting their lack of proven benefits in patient outcomes or cost reductions, especially in a context of increasing emphasis on value-based care and sustainability. The case explores the opportunities and challenges confronting Medacta as they decide whether to enter the orthopedic robotics market. The company wants to continue to differentiate itself and drive growth in line with its foundational principles of patient care, operational excellence and sustainable innovation. Today, Francesco faces a critical decision around whether now is the time to enter the robotics market and, if so, how Medacta should do so to preserve its culture and stay true to its DNA.

Reference IMD-2663

Organization Medacta Group

Industry Healthcare, Medical Device

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Innovation

Browse all topics