Wiphold (B): Institutionalizing

LGBTQ+ inclusion in the workplace boosts performance and resilience, yet most Swiss firms lag behind. Discover how leaders can close the DE&I gap.

Despite the growing demand for care economy employees (e.g., nurses, teachers, and social workers), men remain underrepresented in these careers. While economically developed countries support more equal rights for women and men, their labor marke...

The case follows Kristin Hull, founder and CIO of Nia Impact Capital, a mission-driven investment firm in California, as she faces a pivotal decision in July 2025: Should she file a shareholder resolution against Tesla, Inc.? Hull and Nia have eng...

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...

As more women take up corporate leadership positions, the idea that they lack confidence no longer holds up. And yet, as old stereotypes are challenged by new realities, some crucial misconceptions remain. Do women really lack confidence? Or are w...

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?

The phrase ‘fake it until you make it’ has been a popular mantra in the business world for decades. It suggests that by imitating confidence and competence, we can eventually achieve genuine success. But where did this concept originate, and what ...

Despite declining support, LGBTQ+ inclusion still drives economic performance, boosting human capital by 4x and doubling innovation in inclusive cities.

The world faces grand challenges induced by climate change, conflict, digitalization, shifting demographics, and other factors. Only 15% of the UN Sustainable Development Goals (SDGs) are on track (UN, 2023). There has been significant research in...

In the age of Culture Wars, companies can easily trigger backlashes from customers in response to their actions or the behavior of their leaders. But will such reactions cost them in the long term? Not necessarily, says Aharon Cohen-Mohliver.