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Disruption
Latest Case Studies
Case Study Entrepreneurship Business to Business Disruption Sustainability Strategy
Green Motion: From entrepreneurial pioneer to multinational powerhouse
Entrepreneur François Randin was successful, but searching for his next venture, wanting to build something sustainable. Suddenly he sees an all-electric sports car and decides to create an electric vehicle (EV) charging station company, even though the number of EVs on the road at the time is minuscule. He starts with software, moves to hardwar…
By Jim Pulcrano
Case reference: IMD-7-2456 ©2023
Case Study Entrepreneurship Business to Business Disruption Economics Leadership
Kandou Bus, From start-up to IPO? (B): The Scale-Up
Dr Amin Shokrollahi, a mathematician who loves research, becomes an entrepreneur by accident. He discovers a software solution to decelerate Moore’s Law, and his friend, entrepreneur Steve Papa, pushes him to create a company and bring the solution to market. For five years they “wander in the woods” building the team, raising money, developing …
By Jim Pulcrano Adel Choi Alexandra Pimshteyn Darrel Ronald and Dipendra Jain
Case reference: IMD-7-2467 ©2023
Case Study Entrepreneurship Business to Business Disruption Economics Leadership
Kandou Bus, From start-up to IPO? (A): The Start-Up
Dr Amin Shokrollahi, a mathematician who loves research, becomes an entrepreneur by accident. He discovers a software solution to decelerate Moore’s Law, and his friend, entrepreneur Steve Papa, pushes him to create a company and bring the solution to market. For five years they “wander in the woods” building the team, raising money, developing …
By Jim Pulcrano Adel Choi Dipendra Jain Alexandra Pimshteyn and Darrel Ronald
Case reference: IMD-7-2458 ©2023
Case Study Sustainability Disruption Strategy
Coal: Exit, voice or loyalty? The case of three mining multinationals
Coal plays a critical role as an energy pillar in many parts of the world. In three of the world’s most populous countries – China, India and Indonesia – coal supplies more than 60% of electricity needs. However, coal is also one of the most polluting and greenhouse gas emission-intensive substances, holding the dubious title of the single large…
By David Bach and Shih-Han Huang
Case reference: IMD-7-2436 ©2023
Coal: Exit, voice or loyalty? The case of three mining multinationals
By David Bach and Shih-Han Huang
Case reference: IMD-7-2436 ©2023
Summary
Coal plays a critical role as an energy pillar in many parts of the world. In three of the world’s most populous countries – China, India and Indonesia – coal supplies more than 60% of electricity needs. However, coal is also one of the most polluting and greenhouse gas emission-intensive substances, holding the dubious title of the single largest contributor to global warming. Mining is one of the industries under scrutiny for its role in the coal supply chain. Amid growing negative public sentiment and investor pressure, the mining majors are pursuing different strategies regarding coal. Rio Tinto completely exited in 2018. Anglo American spun out its coal assets into a separate company, effectively putting the decision in shareholders’ hands. Meanwhile, Glencore held on to coal, declaring “managed decline” the most responsible approach. The case’s dilemma – “who has it right” – offers fertile ground for debate. Participants should analyze the pros and cons of the company’s strategies from different angles and explore the repercussions on various stakeholders, on shareholders and on the environment. The potential learnings from this case and previews of the difficult trade-offs leaders face extend beyond mining to many industries in transition.
Reference IMD-7-2436
Copyright ©2023
Copyright owner IMD Copyright
Organization Rio Tinto Group, Glencore, Anglo American
Industry Materials, Metals and Mining
Available Languages English
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Case Study Strategy Disruption General Management Global Business
Lonza’s mission impossible: Supplying the world with mRNA vaccines
At the beginning of 2020, a few weeks before COVID-19 was declared a global pandemic, André Goerke, the Head of Value Chain Management at Lonza – a leading pharmaceutical contract development and manufacturing company based in Switzerland – had just completed the merger of two global business units into a new biotech business unit of the company…
By Niccolò Pisani Alexander Klein Radostina Stanisheva Teodor Stoev and Philip Sieber-Gasser
Case reference: IMD-7-2429 ©2023
Case Study Strategy Disruption General Management Global Business
Woven City: Reimagining mobility at Toyota
Even before the Covid-19 pandemic, the automotive industry was facing the most profound transformation in its history. Two primary factors were propelling a case for radical change: seamless connectivity due to rapid software development and the desperate need for environmentally friendly energy solutions. Covid-19, along with the energy crisis …
By Niccolò Pisani Aris Maroonian Thiago Freitas Mohana Vamsi Gangineni and Nurlan Sultanov
Case reference: IMD-7-2428 ©2023
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
Available Languages 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
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

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
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

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
Available Languages 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
Available Languages English
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