How Covid-19 tests entrepreneurs’ agility (A): Success hanging in the balance

Is AI a threat to the planet or a tool to save it? Mike and Amit Talk Tech explore AI’s environmental impact with IMD’s Julia Binder in this podcast episode.

Entrepreneurship has emerged as a vibrant and dynamic field of academic inquiry, capturing the attention of scholars in management and other social science and engineering disciplines. Its significance extends beyond academia to policymakers and p...

While some organizations retreat from inclusion commitments under political pressure, the path to lasting transformation lies in embedding diversity deeply within core values rather than treating it as a compliance issue. Leaders must model vulner...

The Spanish blackout of April 2025 is an opportunity to strengthen electricity systems that have higher shares of renewables and should not be used as an excuse to slow down the energy transition.

The A case in this two-part series outlines the challenges Isabella Phoenix faced in designing a global sustainability program for HP's vast network of channel partners in just 12 weeks with only one team member and limited resources. The initiative aimed to help embed sustainability in HP global partners' strategies, many of whom lacked the resources or expertise to tackle sustainability alone. Phoenix faced the dual challenge of inspiring internal buy-in and engaging thousands of independent partners many of them small or midsize businesses with limited capacity. The voluntary program, built around HP's Sustainable Impact priorities of climate action, human rights, and digital equity and community, aimed to educate and empower partners without relying on traditional financial incentives. Instead, it encouraged commitment through practical tools and self-assessments and integrating sustainability into commercial deals. Despite the absence of rebates or rewards, the program sought to transform HP's ecosystem into a purpose-driven movement, proving that shared values and long-term impact could unite a diverse, global network.

The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs. a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.

Dealing with the conflicting demands of price, sustainability, and security of energy supplies is challenging, but it’s a useful way to assess your firm’s resilience and agility, write Ann-Christin Andersen and Karl Schmedders.

Existing research on social entrepreneurship has tended to focus on its favorable outcomes and positive societal impacts. While we acknowledge and commend this optimistic perspective, we contend that the lack of robust and systematic attention giv...

Absa faced a critical rise in cyberattacks, and with the cybersecurity talent gap widening, the company urgently needed a long-term solution. To address this, former CISO Sandro Bucchianeri launched the Cybersecurity Academy in 2019, an initiative to reskill employees. It eventually partnered with the Maharishi Invincibility Institute MII and the Hein Wagner Academy, taking a chance on disadvantaged youth and people with visual impairment. When Bucchianeri's successor, Manoj Puri, took over, he was skeptical about the program, suspecting it was just a marketing tactic. However, after visiting the academy, he was impressed by the resilience and determination of the students. Despite concerns from Absa's leadership about the graduates' readiness, Puri pushed for their integration via internships, recognizing their potential and the importance of Absa's commitment to social responsibility. A key figure in the program's success was Nicole Cader from the security education team. Serving as mentor and advocate, she helped bridge the gap between the young graduates' backgrounds and the expectations of corporate culture. She supported not only their technical development but also their adaptation to workplace norms, helping line managers understand the unique challenges these interns faced. The Cybersecurity Academy's success proved the value of investing in talent from underrepresented backgrounds. As the program grew, Cader expanded partnerships with external organizations to ensure graduates found meaningful employment, making the academy a sustainable talent pipeline. Her leadership, alongside Absa's long-term commitment to the program, has cemented the Cybersecurity Academy as an essential part of the company's future.

Lindström found that expanding its business to Asia required overcoming cultural barriers as much as building new services and infrastructure while adapting itself to local needs.