Thriving in the Future

Poman Lo argues that purpose-driven leadership, not profit, must guide Asia’s transformation toward sustainability amid the growing climate crisis.

A common trap new leaders fall into is the desire to please others. But don’t be fooled: people-pleasing is exhausting and can quickly lead to burnout. Go through the questions below to see if you’re at risk and check out the tips on breaking the ...

Las estrategias de economía circular y regeneración están transformando el crecimiento empresarial frente al cambio climático, la escasez de recursos y la tensión geopolítica, dentro de los límites del planeta.

Las economías emergentes impulsan una nueva era energética: de Brasil a India, la energía se convierte en ventaja competitiva y motor del crecimiento sostenible.

The case study examines the organizational transformation challenges faced by MedTech Diagnostics, an 850 million medical diagnostics company attempting to balance innovation speed with regulatory compliance and quality standards. CEO Patricia Chen must navigate the tension between traditional, reliability-focused operations and agile innovation pods, while facing a critical contract renewal worth 187 million that represents 22 of the company's revenue. The case illustrates the complexities of dual operating models in regulated industries. MedTech's traditional divisions generate 120M in EBITDA and are FDA-compliant but are declining at 8 annually. Innovation pods achieve 120 growth and high customer satisfaction but face higher post-market issues and lower FDA approval rates. Hybrid teams intended as a compromise satisfy neither approach, demonstrating the difficulties of organizational ambidexterity. Chen faces three strategic options: controlled evolution over 24 months, creating a separate subsidiary for innovation, or transforming into a platform company. Each option carries significant costs, risks, and uncertain outcomes. The case explores critical organizational design questions, including culture change, stakeholder management, resource allocation, regulatory navigation, and leadership alignment in transformation contexts. Key themes include managing organizational culture during transformation, balancing innovation with quality in regulated environments, addressing internal resistance and political dynamics, developing effective dual operating systems, and making high-stakes strategic decisions under uncertainty. The case is designed for classroom discussion on organizational change, innovation management, and strategic decision-making in complex operating environments.

Bayer Canada empowers frontline staff through a dynamic shared ownership model, boosting customer focus, collaboration, and inclusive leadership.

Novonesis CEO Ester Baiget shares how advanced tech and a unique ‘library of strengths’ are transforming food production and laundry solutions globally.

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 engaged Tesla for over five years on issues of human capital management, workplace equity and board oversight. In 2025, the stakes are higher. Tesla is facing mounting reputational, legal and operational risks, including civil rights litigation, governance controversies and product recalls, compounding the previous year's 53% decline in profits. Now, Hull must decide between two draft resolutions: one framed in the language of social justice, the other in terms of business efficiency and governance. A third option is to total withdraw from the engagement. This decision must be made in a shifting US political and regulatory context marked by heightened scrutiny of environmental, social and governance (ESG) initiatives and a national rollback of diversity, equity and inclusion (DEI) commitments. The polarized climate makes language and framing not just strategic choices but also existential ones: How can impact investors continue to advance their missions while maintaining legitimacy and influence in an increasingly hostile environment? Designed to mirror the complexity of real-world decision making, the case immerses students in an environment of competing pressures, contradictory information and media "noise." It reflects the paradoxes impact investors face: staying true to the mission vs. maintaining strategic influence; framing issues in values-based vs. efficiency-based language; and exercising leadership amid political backlash and reputational risk. The case is suitable for courses on sustainable finance, non-market strategy, governance and leadership. It challenges students to explore fiduciary duty, rethink the role of shareholder engagement, and consider how language and framing can serve as tools of influence in turbulent times.

This exercise provides a structured reflection tool designed to help individuals explore the significant events, emotional highs and lows, and patterns that have shaped their personal and professional journeys. Commonly used in executive education, leadership development programs and coaching contexts, the Lifeline Exercise enables participants to create a visual map of their experiences, identify key themes and gain valuable insights for future growth. The exercise involves creating a timeline graph where participants plot significant life events according to their emotional intensity in a range from deeply challenging experiences to peak achievements. Through this visual representation, participants can recognize patterns in their responses to adversity and success, understand the strengths that helped them navigate difficulties and identify recurring themes in their decision-making and growth. The accompanying teaching note provides comprehensive guidance for facilitators, covering three key stages: setting the stage for reflection, creating the lifeline graph, debriefing the exercise. It offers detailed instructions for conducting the exercise in various settings, whether for large groups, small groups, or individual sessions, and with specific approaches tailored to each context. This reflective tool serves multiple purposes: to increase self-awareness, recognize behavioral and decision-making patterns, gain perspective on how experiences have shaped values and priorities, and clarify future goals based on past insights. The exercise emphasizes the creation of a supportive environment where participants can engage in meaningful introspection while maintaining appropriate boundaries around personal sharing.

In this edition of Leaders Unplugged, IMD President David Bach and Vestas CEO Henrik Andersen discuss Europe’s energy risks and bold leadership.