The Torvald Klaveness Group: From old traditions to future innovations

Understanding conflict in family businesses is a complex but essential study area for practitioners and academics. To enhance theoretical precision and provide practical insights, this article presents a comprehensive framework of family business ...

Discover key risks in scaling AI and learn 5 essential strategies to secure industrial AI systems from cyber threats, data leaks, and adversarial attacks.

Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous kerosene lamps and has an optimized design (9 components, water-bottle stands). The candles killer solar lamp addresses the critical need for affordable, safe and sustainable lighting for people at the bottom of the pyramid (BOP), a huge market that multinationals struggle to reach. By achieving both low cost and differentiation, SPS created a blue ocean market. The company has made remarkable progress in its mission to provide solar lighting to underserved communities: by 2023, it illuminated over 55 million people across 7.8 million households in 66 countries. Beyond social impact, SPS achieved environmental sustainability at scale, reducing cumulative carbon emissions by 6.7 million tons, the equivalent of planting 368 million evergreen trees. Candles Killer's success led SPS to expand its product line into a solar home system for phone charging and multi-bulb lighting. SPS also introduced Solar Media, a platform with pre-loaded content (medical tips, farming methods, education) to share vital knowledge in remote regions.

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

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...

Jess Chua was a leading scholar in the field of family business and a major contributor to Entrepreneurship Theory and Practice both as an author and editor. His significant contributions to the field were acknowledged by the Web of Science, which...

The death of Pope Francis on April 21, 2025, marks the end of an influential pontificate and the beginning of a new chapter for one of the world's oldest institutions. As the Catholic Church prepares to elect a new pontiff, useful insights emerge ...

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

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.

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.