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Disruption
Latest Case Studies
Case Study Business to Business China Digital Disruption General Management Strategy
Midea: The digital transformation of a home appliances giant
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…
By Mark J. Greeven Yunfei Feng and Wei Wei
Case reference: IMD-7-2425 ©2022
Midea: The digital transformation of a home appliances giant
By Mark J. Greeven Yunfei Feng and Wei Wei
Case reference: IMD-7-2425 ©2022
Summary
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.
Reference IMD-7-2425
Copyright ©2022
Copyright owner IMD Copyright
Organization Midea
Industry Consumer Goods, Home Appliances
Language English
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Case Study Strategy Disruption General Management Leadership
Outpacing strategy and business trajectory management
Outpacing strategy, first described by IMD professors Xavier Gilbert and Paul Strebel, is based on the ability to shift strategic innovation between perceived product value (the quality of the value proposition) and delivered cost (the efficiency of the value delivery system). First movers with an outpacing strategy gain a competitive advantage …
By Paul Strebel
Case reference: IMD-7-2435 ©2022
Case Study Disruption Strategy General Management
Industry breakpoints and business model evolution
Industry breakpoints were identified by IMD Professor Paul Strebel before the disruptive technology innovations described by Clayton Christensen. Breakpoints are characterized by “A new offering to the market that is so much superior that it changes the rules of the competitive game, accompanied by a sharp shift in the industry’s growth rate and…
By Paul Strebel
Case reference: IMD-7-2434 ©2022
Case Study Disruption Entrepreneurship General Management Global Business Operations Strategy
Cross-cultural virtual collaboration (C): Italian rotogravure team
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 t…
By Sameh Abadir and Nancy Lane
Case reference: IMD-7-2231 ©2022
Cross-cultural virtual collaboration (C): Italian rotogravure team
By Sameh Abadir and Nancy Lane
Case reference: IMD-7-2231 ©2022
Summary
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.
Reference IMD-7-2231
Copyright ©2022
Copyright owner IMD Copyright
Industry Media, Printing and Publishing;Manufacturing, Packaging and Containers
Language English
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Case Study Disruption Entrepreneurship General Management Global Business Operations Strategy
Cross-cultural virtual collaboration (B): German flexographic team
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 t…
By Sameh Abadir and Nancy Lane
Case reference: IMD-7-2230 ©2022
Cross-cultural virtual collaboration (B): German flexographic team
By Sameh Abadir and Nancy Lane
Case reference: IMD-7-2230 ©2022
Summary
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..
Reference IMD-7-2230
Copyright ©2022
Copyright owner IMD Copyright
Industry Media, Printing and Publishing;Manufacturing, Packaging and Containers
Language English
Contact

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Case Study Disruption Entrepreneurship General Management Global Business Operations Strategy
Cross-cultural virtual collaboration (A): Swiss project management team
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 t…
By Sameh Abadir and Nancy Lane
Case reference: IMD-7-2229 ©2022
Cross-cultural virtual collaboration (A): Swiss project management team
By Sameh Abadir and Nancy Lane
Case reference: IMD-7-2229 ©2022
Summary
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.
Reference IMD-7-2229
Copyright ©2022
Copyright owner IMD Copyright
Industry Media, Printing and Publishing;Manufacturing, Packaging and Containers
Language English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

Case Study Digital Disruption Sustainability Global Business Leadership Strategy
Future-proofing HEINEKEN: The EverGreen strategy
Dolf van den Brink, CEO of HEINEKEN, left the company’s global headquarters in Amsterdam for a company retreat. Over the next three days, the entire executive team would gather to discuss the company’s future. The preliminary results for 2022, presented during the recent two-day Capital Markets Event, were positive, and the company’s progress on…
By Niccolò Pisani and Inès Augier
Case reference: IMD-7-2423 ©2023
Case Study Disruption General Management Global Business Strategy
Swarovski: How to shine through stormy weather?
It was on Monday. 4 July 2022, when Swarovski’s newly appointed, first-ever external CEO, Alexis Nasard, began his challenging journey of guiding the company back to a profitable growth trajectory. In past years, Swarovski experienced strong market growth and share gains from its well-established position in the costume jewelry segment. However,…
By Niccolò Pisani and Stéphane J. G. Girod
Case reference: IMD-7-2430 ©2023
Case Study Disruption General Management Global Business Leadership Strategy Sustainability
Coca-Cola Içecek: The Turkish bottler thriving on volatility
CCI was The Coca-Cola Company’s local partner operating in Turkey and Central Asia. By the mid-2000s, CCI had grown from a single-country bottler to a multinational enterprise. Burak Başarır, CEO since 2014, had been the main driver in the transformation. Early in 2020, Başarır had just completed a successful investor tour when governments worl…
By Patrick Reinmoeller Susan Goldsworthy and Nancy Lane
Case reference: IMD-7-2402 ©2022
Coca-Cola Içecek: The Turkish bottler thriving on volatility
By Patrick Reinmoeller Susan Goldsworthy and Nancy Lane
Case reference: IMD-7-2402 ©2022
Summary
CCI was The Coca-Cola Company’s local partner operating in Turkey and Central Asia. By the mid-2000s, CCI had grown from a single-country bottler to a multinational enterprise. Burak Başarır, CEO since 2014, had been the main driver in the transformation. Early in 2020, Başarır had just completed a successful investor tour when governments worldwide began to announce Covid-related lockdowns. CCI’s investors wanted Başarır to continue delivering increased performance and the international growth strategy, while doing more for environmental, social, and corporate governance (ESG). Başarır wondered whether he should focus on keeping employees safe, ESG or delivering the company’s financial and strategic objectives. He opted to do all three and the case follows him on this journey. Because this is a multifaced case, it can be used to teach strategy, leadership, and/or ESG.
Reference IMD-7-2402
Copyright ©2022
Copyright owner IMD Copyright
Organization Coca-Cola Içecek
Industry Consumer Goods, Food and Beverage
Language English
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Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: MSC
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-2 ©2022
Decarbonizing container shipping: MSC
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-2 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-2
Copyright ©2022
Copyright owner IMD Copyright
Organization Mediterranean Shipping Company
Industry Logistics and Supply Chain
Language English
Contact

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Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: Maersk
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-5 ©2022
Decarbonizing container shipping: Maersk
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-5 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-5
Copyright ©2022
Copyright owner IMD Copyright
Organization Maersk Group
Industry Logistics and Supply Chain
Language English
Contact

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Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: CMA CGM
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-4 ©2022
Decarbonizing container shipping: CMA CGM
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-4 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-4
Copyright ©2022
Copyright owner IMD Copyright
Organization CMA CGM Group
Industry Logistics and Supply Chain
Language English
Contact

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Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: Hapag-Lloyd
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-3 ©2022
Decarbonizing container shipping: Hapag-Lloyd
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-3 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-3
Copyright ©2022
Copyright owner IMD Copyright
Organization Hapag-Lloyd
Industry Logistics and Supply Chain
Language English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: COSCO
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-1 ©2022
Decarbonizing container shipping: COSCO
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-1 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-1
Copyright ©2022
Copyright owner IMD Copyright
Organization China Ocean Shipping Company
Industry Logistics and Supply Chain
Language English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: Industry note
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395 ©2022
Decarbonizing container shipping: Industry note
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395
Copyright ©2022
Copyright owner IMD Copyright
Organization China Ocean Shipping Company, Mediterranean Shipping Company, Hapag-Lloyd, CMA CGM Group, Maersk Group
Industry Logistics and Supply Chain
Language English
Contact

Research Information & Knowledge Hub for additional information on IMD publications