Case Studies Collection - IMD business school for management and leadership courses

Case Study

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

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 Alignme…

Strategy Innovation

By Carlos Cordon, Antonio Di Brino, Jesper Fibiger, Frank Kristensen, Soniya Soniya and Alison End Fineberg

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

By Carlos Cordon Antonio Di Brino Jesper Fibiger Frank Kristensen Soniya Soniya and Alison End Fineberg
Case reference: IMD-2663 ©2025

Summary

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.

Reference IMD-2663

Copyright owner IMD Copyright

Organization Medacta Group

Industry Healthcare, Medical Device

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Innovation

Browse all topics

Case Study

Aluminium Cyclo Enterprises Malaysia: How to manage a supply chain disruption?

In 2024, the management of Aluminium Cyclo Enterprises (ACE), was concerned that the European Union (EU) export rules for ferrous and non-ferrous scrap were becoming more restrictive. Not just the EU, but close to 43 countries had restricted the export of ferrous scrap. The overall secondary aluminum industry in Malaysia was very dependent on im…

Marketing

By Dominique Turpin, Anamaya Narain Singh, Cyril Darlong Diengdoh and Sandeep Puri

Case Study

Co-CEOs at Handtmann: Can the family business be led in tandem? (B)

The Handtmann case examines the co-CEO leadership model in the context of family business. Based on interviews with three key executives – the co-CEOs and the President of the Advisory Board – the case focuses on how Handtmann handled the leadership transition to the next generation. In Case B of “Co-CEOs at Handtmann: Can the Family Business be…

Family Business Corporate Governance Leadership

By Peter Vogel and Anouk Lavoie Orlick

Case Study

Your company (and your life) in the hands of an AI agent?

The case study introduces an original way of exploring the many questions and concerns around AI adoption in business. Based on a true story, it discusses the dilemma of AI implementation through Joe, the CIO of ParcelFlow. Joe is getting ready to present his AI strategy to the company’s executive committee. Joe is also diabetic and on the morni…

Artificial Intelligence Digital Strategy

By José Parra Moyano and Alix Rey

Case Study

Building and leveraging your leader amplification system

This technical note presents a comprehensive framework for maximizing leadership impact through a Leader Amplification System (LAS). The note begins by defining one’s unique value-creating purpose, then goes on to explore how leaders can extend their influence and effectiveness by developing four key amplifiers. The note examines each amplifier …

Leadership Data Analytics Decision Making Resilience

By Michael D. Watkins

Building and leveraging your leader amplification system

By Michael D. Watkins
Case reference: IMD-2658 ©2025

Summary

This technical note presents a comprehensive framework for maximizing leadership impact through a Leader Amplification System (LAS). The note begins by defining one’s unique value-creating purpose, then goes on to explore how leaders can extend their influence and effectiveness by developing four key amplifiers. The note examines each amplifier in detail: first, the leadership team, which provides the core extension of the leader’s capabilities; second, the support system, including key roles like executive assistants and chiefs of staff; third, advanced analytics and decision-support tools that leverage modern technology for enhanced decision-making; and fourth, a diverse advice network that provides external perspectives and specialized expertise. For each amplifier, the note offers practical guidance on development and implementation, including specific Key Performance Indicators (KPIs) for measuring effectiveness. It also emphasizes the importance of creating synergies among these amplifiers, ensuring that they work together seamlessly to support the leader’s unique value-creating purpose.

Reference IMD-2658

Copyright owner IMD Copyright

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Data Analytics

Decision Making

Resilience

Browse all topics

Case Study

Moving up to enterprise leadership: The Seven Seismic Shifts

This Technical Note explores the significant transition that leaders face when moving from functional to enterprise-level leadership roles. It introduces the “Seven Seismic Shifts” framework, which identifies the fundamental changes in mindset and responsibility required for success at the enterprise level. The note examines each shift in detail…

General Management Leadership Organizational Design

By Michael D. Watkins

Moving up to enterprise leadership: The Seven Seismic Shifts

By Michael D. Watkins
Case reference: IMD-2675 ©2025

Summary

This Technical Note explores the significant transition that leaders face when moving from functional to enterprise-level leadership roles. It introduces the “Seven Seismic Shifts” framework, which identifies the fundamental changes in mindset and responsibility required for success at the enterprise level. The note examines each shift in detail: from specialist to generalist, analyst to integrator, tactician to strategist, bricklayer to architect, problem-solver to agenda-setter, warrior to diplomat, and supporting cast to lead role. Using the case example of Johannes Vandervliet, a leader transitioning to general manager at BSC Chemicals, the note illustrates the practical challenges of navigating these shifts and balancing existing skills with new leadership demands. Beyond identifying these transitions, the note provides a comprehensive approach for organizations to assess and develop enterprise leadership talent. This includes rigorous assessment methods, structured developmental experiences, targeted conceptual learning, executive coaching, mentoring and sponsorship programs, and ongoing evaluation systems. The note emphasizes that effective enterprise leadership development requires deliberate effort and organizational support, not just time and experience. It offers valuable insights for both aspiring enterprise leaders seeking to understand their development needs and organizations looking to build robust leadership pipelines to navigate increasingly complex business environments.

Reference IMD-2675

Copyright owner IMD Copyright

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

General Management

Leadership

Organizational Design

Browse all topics

Case Study

A dynamic approach to developing leadership presence

This Technical Note introduces a new conceptual framework for understanding and developing leadership presence, moving beyond traditional static trait-based approaches. The Leadership Presence Pathway Model presents a dynamic, six-stage process through which leadership presence evolves: Anticipation, First Impressions, Engagement, Messaging, Con…

Leadership Communication Coaching Purpose

By Michael D. Watkins

A dynamic approach to developing leadership presence

By Michael D. Watkins
Case reference: IMD-7-2635 ©2025

Summary

This Technical Note introduces a new conceptual framework for understanding and developing leadership presence, moving beyond traditional static trait-based approaches. The Leadership Presence Pathway Model presents a dynamic, six-stage process through which leadership presence evolves: Anticipation, First Impressions, Engagement, Messaging, Consolidation, and Reinforcement. The note challenges conventional wisdom about leadership presence as merely a collection of qualities, offering instead a strategic and actionable approach to developing presence through intentional practice at each stage of the pathway. It provides detailed guidance on how leaders can enhance their presence at every stage, from building a powerful leadership brand to maintaining meaningful follow-up communications. Each stage of the pathway is thoroughly examined, with practical strategies and reflection questions to help leaders assess and improve their presence. The note emphasizes that leadership presence is not just for executives but is essential for leaders at all levels, making it a valuable resource for developing leaders across organizations.

Reference IMD-7-2635

Copyright owner IMD Copyright

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Communication

Coaching

Purpose

Browse all topics

Case Study

AstraPay in Indonesia: Playing the digital payments platform vs. ecosystem game

This case study explores AstraPay’s journey to become a significant player, despite its latecomer status, in Indonesia’s burgeoning digital payments landscape. Launched in 2018, AstraPay had grown to serve over one million customers, but it faced intense competition from tech-first digital super-apps like GoTo and OVO. Led by Rina Apriana, who b…

Digital General Management Strategy

By Marleen Dieleman, Aarthi Thyagarajan, Pranesh Mahadeo, Maxence Nobels and Guillaume Clement

Case Study

Co-CEOs at Handtmann: Can the family business be led in tandem? (A)

The Handtmann case examines the co-CEO leadership model in the context of family business. Based on interviews with three key executives – the co-CEOs and the president of the advisory board – the case focuses on how Handtmann handled the leadership transition to the next generation. Starting with a history of the five generations at the head o…

Family Business Corporate Governance Leadership

By Peter Vogel and Anouk Lavoie Orlick

Case Study

CO-RO (B): Weathering the storm

Case B describes the unprecedented challenges faced by CO-RO in 2020. The implementation of the sugar tax in its largest Middle Eastern market led to a near 50% volume drop in CO-RO’s sales, and Covid-19 lockdowns impacted the Asia-Pacific (APAC) region in particular. These events led to a dramatic drop in net sales and gross profit, forcing CO-…

Strategy

By Omar Toulan and Valerie Keller-Birrer

CO-RO (B): Weathering the storm

By Omar Toulan and Valerie Keller-Birrer
Case reference: IMD-7-2640 ©2025

Summary

Case B describes the unprecedented challenges faced by CO-RO in 2020. The implementation of the sugar tax in its largest Middle Eastern market led to a near 50% volume drop in CO-RO’s sales, and Covid-19 lockdowns impacted the Asia-Pacific (APAC) region in particular. These events led to a dramatic drop in net sales and gross profit, forcing CO-RO to re-evaluate its growth strategy and implement cost-saving measures. By 2022, CO-RO faced further challenges with global supply chain disruptions and inflation due to the war in Ukraine. This required strategic decisions to stabilize and ensure future growth amid ongoing external pressures.

Reference IMD-7-2640

Copyright owner IMD Copyright

Organization CO-RO Group

Industry Consumer Goods, Food and Beverage

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Case Study

CO-RO (A): Storm clouds forming

The CO-RO Group is a manufacturer of fruit-based still drinks, concentrates and ambient ice (home-freeze popsicles) headquartered in Denmark. Although production takes place in Denmark, most of its products are sold internationally, with the company relying on long-term local partners to convert and market the finished products. Historically, th…

Strategy

By Omar Toulan and Valerie Keller-Birrer

CO-RO (A): Storm clouds forming

By Omar Toulan and Valerie Keller-Birrer
Case reference: IMD-7-2590 ©2025

Summary

The CO-RO Group is a manufacturer of fruit-based still drinks, concentrates and ambient ice (home-freeze popsicles) headquartered in Denmark. Although production takes place in Denmark, most of its products are sold internationally, with the company relying on long-term local partners to convert and market the finished products. Historically, the company focused on markets in which fruit-based drinks were rare, which led to steady growth in line with GDP and population increases; 70% of sales and 80% of profits came from the Middle East. Set between 2015 and 2019, Case A describes the company’s “Shape for Growth” strategy, which aimed to reduce over-reliance on key markets and resulted in new market entries and over 150 new products. This strategy also mitigated the effects of the 2014-2016 oil price crisis. However, in 2019, Saudi Arabia’s announcement of a 50% sugar tax on sweetened beverages threatened to significantly reduce market volumes.

Reference IMD-7-2590

Copyright owner IMD Copyright

Organization CO-RO Group

Industry Consumer Goods, Food and Beverage

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Case Study

TBC Group: Future proofing a history of success

The case explores TBC Bank Group’s remarkable journey from a small Georgian bank to a regional leader in digital financial services across Central Asia. Founded in 1992 with just US$500 in initial capital, TBC evolved into Georgia’s largest financial institution and pioneered into digital banking. The case highlights TBC’s strategic expansion in…

Strategy Digital Growth

By Goutam Challagalla, Francis D. Kim and Philip Charles Zerrillo

Case Study

Boosting and sustaining operational excellence

The case explores the principles and challenges of operational excellence through the experience of Magdi Batato, former EVP of Operations at Nestlé. It examines how he implemented Mission-Directed Work Teams (MDWTs) to empower front-line workers, align goals and drive accountability within a collaborative culture. MDWTs, introduced in South Afr…

Change Management Digital Operations

By Luis Vivanco, Carlos Cordon and Magdi Batato

Case Study

DSS+: Carving out a sustainability consulting leader

The case examines the entrepreneur-led carve out and buyout of dss+, DuPont’s safety and sustainability consulting division, by Gyrus Capital and dss+ management team. dss+ (formerly “DuPont Sustainable Solutions”) played a pivotal role in high-risk industries such as oil, gas, and chemicals, providing critical consulting services at a time when…

Finance Entrepreneurship Sustainability

By Benoit F. Leleux, Giorgio Pignalosa, Larissa Margot Bieler, Mojisola Onabanjo Akinkunmi and Nicolas Campodonico

DSS+: Carving out a sustainability consulting leader

By Benoit F. Leleux Giorgio Pignalosa Larissa Margot Bieler Mojisola Onabanjo Akinkunmi and Nicolas Campodonico
Case reference: IMD-7-2639 ©2025

Summary

The case examines the entrepreneur-led carve out and buyout of dss+, DuPont’s safety and sustainability consulting division, by Gyrus Capital and dss+ management team. dss+ (formerly “DuPont Sustainable Solutions”) played a pivotal role in high-risk industries such as oil, gas, and chemicals, providing critical consulting services at a time when global regulatory pressure on operational safety and sustainability was intensifying. Gyrus Capital, a mid-market private equity specialist, came together with the management team to engineer the buyout, based on the firm’s strong and predictable revenue streams, long-term client relationships and specialized expertise in safety and sustainability consulting. What emerged out of the 2019 transaction was an independent sustainability consulting powerhouse with over 1,500 consultants around the world. By 2024, dss+ was still expanding rapidly in terms of staff and domains of expertise, not to mention geography, and had to respond to quickly evolving external and internal demands, with clients increasingly expected to be served globally on a full range of sustainability-related services. With a strong sense of purpose (saving lives and creating a sustainable future), a potent pitch line (Protect. Transform. Sustain), over 750 clients on 1,800 projects across 41 countries, a global team of 1,500 people and plenty of organic growth across 7 core industries, the company was clearly heading for the stars. Yet, new questions loomed: Was it time to start managing that wild growth, deepening competitive advantages and building functional moats? How would dss+ remain competitive? Was it time to put a few new initiatives on high octane fuel: Leadership? Digital transformation? Global growth? Some totally new ideas?

Reference IMD-7-2639

Copyright owner IMD Copyright

Organization dss+, Gyrus Capital, Inflexion

Industry Services, Environmental Services;Healthcare, Health and Medical Services;Services, Public Safety;Business Management Services, Consultancy

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Finance

Entrepreneurship

Sustainability

Browse all topics

Case Study

Nestlé Health Science: Building a healthy future towards 2030

The board of Nestlé S.A. announced that Anna Mohl would become the CEO of Nestlé Health Science (NHSc) — a global leader in nutritional science — on 1 January 2024. She was delighted to hear about her new position but knew there was little time to celebrate. The pressure was on her to make timely strategic decisions to navigate some operating ch…

Strategy General Management Global Business

By Niccolò Pisani, Elham Pazirandeh-Micol, Karine Richard, Liudmila Ost and Quentin de Rham