IMD business school for management and leadership courses

This case is designed to discuss the tradeoffs between independent venture capital (IVC) and corporate venture capital (CVC). Students also have the opportunity to analyze two startup investment opportunities based on Nine Realms’ criteria. The case concludes with a discussion about a strategic choice faced by Nine Realms: should it continue as an IVC, list on the stock market or shift to a CVC? This allows students to debate the tradeoffs between the two approaches for the individuals involved.

Companies are now aiming to decarbonize their supply chains by tackling scope 3 emissions (indirect emissions along the value chain). Scope 3 emissions are difficult for companies to manage because they reside outside the companies’ direct control, and for this reason, they always require partnerships. However, partnerships are not easy, and it is difficult to determine exactly which partnership will best achieve the desired sustainability objectives. This case study focuses on the sustainability partnership portfolio of ZUCCA, a fictitious company in the food and agriculture sector that is looking to dramatically reduce its scope 3 emissions. ZUCCA’s new chief sustainability officer (CSO) is considering the future of the company’s sustainability partnerships portfolio and evaluating which partnership will best help the company dramatically reduce scope 3 emissions. The CSO considers partnering with three different NGOs: the World Business Council for Sustainable Development (WBCSD); World Wide Fund for Nature (WWF); and the World Economic Forum (WEF).

In June 2022, pharmaceutical giant Novartis AG announced it was cutting 8,000 jobs, i.e., 7% of its global workforce, as part of a restructuring plan that involved integrating its pharmaceuticals and oncology units into an Innovative Medicines business. By reorganizing as separate US and international commercial setups, making operational improvements and reducing duplications in the business, the company’s goal was to increase focus, strengthen competitiveness and drive synergies. According to market analysts, Novartis stock was undervalued. CEO Vasant Narasimhan was driving a strategy for Novartis to become a 100% medicines company powered by advanced therapy platforms and data science. He carried out bolt-on acquisitions, investing approximately $30 billion since 2018 in more than 10 deals. However, the company faced several challenges: integrating the acquired companies, stiff competition from peers, a looming patent cliff, setbacks in clinical trials of innovative drugs, scandals around kickbacks, data falsification and price collusion, and a recent overhaul of the top management team following the restructuring moves. While the makeover of Novartis was underway, the CEO had to chart the strategic roadmap to power the next phase of innovation, growth, productivity and value creation. What would the roadmap look like? What should the company prioritize for the short term and initiate for long-term success?

Over the past decade, Asian companies have been launching accelerated and wide-ranging digital transformation initiatives. This has enabled some of them to become leading national and even international players, as well as digital pioneers in their respective industries. This case examines the successful digital transformation undertaken by the Chinese company Midea, one of the world’s leading home appliance manufacturers. By digitally transforming the company, Midea improved its financial performance and reshaped its business on a wider scale. While many cases that address digital transformation focus on the early phases of the process, Midea’s case illustrates a successfully completed digital business transformation. This allows participants to have an overview of the entire digital transformation journey and see what the potential outcomes might be.

The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The teams are given strict deadlines, budgets and operating constraints. The C case assigns the Italian team responsibility for manufacturing the rotogravure prototype.

The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The teams are given strict deadlines, budgets and operating constraints. The B case assigns the German team responsibility for manufacturing the flexographic prototype..

The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The teams are given strict deadlines, budgets and operating constraints. The A case mandates the Swiss team with overall responsibility for managing the production of the two prototypes.