The new innovation process has been accepted and begun to produce results, but is not yet entirely satisfactory.
Optimizing omnichannel assortments and inventory provisions under the multichannel attraction model
Summary
Assortment optimization presents a complex challenge for retailers, as it depends on numerous decision factors. Changes in assortment can result in demand redistribution with multi-layered consequences. This complexity is even more pronounced for ...
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Diversity In Leadership - Reinforcing Values
Summary
True transformation comes from embedding diversity in leadership values, not compliance. Leaders must foster safe spaces and model vulnerability.
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Strategic use of AI in healthcare and pharma drives market advantage. Here’s how - IbyIMD
Summary
AI is fundamental to the competitive strategies of the most advanced healthcare and pharmaceutical firms. Here is how they are adopting AI to be data-driven leaders.
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Chips Act 2.0 - Digital Race - Europe
Summary
Former French finance minister Bruno Le Maire says Europe needs to act urgently to secure the semiconductor supply or face relegation to the global slow lane.
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This much I know: 9 leadership lessons from global CEOs - IbyIMD
Summary
From absorbing stress to finding your authentic voice, nine leaders of global companies share the wisdom that has helped them excel in their roles.
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The energy trilemma: why it pays to get the balance right - IbyIMD
Summary
Dealing with the conflicting demands of price, sustainability, and security of energy supplies is challenging, but it’s a useful way to assess your firm’s resilience and agility.
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Use AI To Become A Better Thinker - AI Usage
Summary
Professionals who use AI in a disciplined way to compound their cognitive thinking over time will be the long-term winners. Michael Watkins explains how to make AI a cognitive superpower rather than a crutch
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Making good use of a blackout - Electricity Systems
Summary
The Spanish blackout of April 2025 is an opportunity to strengthen electricity systems that have higher shares of renewables and should not be used as an excuse to slow down the energy transition.
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HP Amplify Impact B: From launch to legacy
Summary
The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs. a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.
Reference
IMD-2695
Copyright owner
IMD Copyright
Organization
Hewlett-Packard
Industry
Information Technology
Available Languages
English
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HP Amplify Impact A: Channeling partners for change
Summary
The A case in this two-part series outlines the challenges Isabella Phoenix faced in designing a global sustainability program for HP's vast network of channel partners in just 12 weeks with only one team member and limited resources. The initiative aimed to help embed sustainability in HP global partners' strategies, many of whom lacked the resources or expertise to tackle sustainability alone. Phoenix faced the dual challenge of inspiring internal buy-in and engaging thousands of independent partners many of them small or midsize businesses with limited capacity. The voluntary program, built around HP's Sustainable Impact priorities of climate action, human rights, and digital equity and community, aimed to educate and empower partners without relying on traditional financial incentives. Instead, it encouraged commitment through practical tools and self-assessments and integrating sustainability into commercial deals. Despite the absence of rebates or rewards, the program sought to transform HP's ecosystem into a purpose-driven movement, proving that shared values and long-term impact could unite a diverse, global network.
Reference
IMD-2681
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Hewlett-Packard
Industry
Information Technology
Available Languages
English
Contact
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