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    The Business World in 2025

    Four Scenarios to Stress Test Your Strategy
    By Michael R. Wade
    25 pages
    May 2016
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    In order to challenge thinking and help decision-makers test their strategy and underlying assumptions we have identified the three factors which will lead to the greatest uncertainty and change:

    1. Shifting geographies: How will the global economy work in 2025?
    2. Blurring industry boundaries: How will companies organize across sectors in 2025?
    3. Evolving digital behavior: How will the consumer react to Internet ubiquity in 2025?
    The interplay of these factors leads to numerous different possible futures. We have selected four combinations which provide thought-provoking and challenging business conditions
    Video
    Global Bazaar

    What happens in an open geopolitical environment where new revenue streams are unlocked by technology? Global Bazaar is a scenario of business transformation and continuous change. However, corporate volatility remains high, which means guaranteeing stable business results is challenging with fluid markets and hyper-competition.

    Scenario: Cautious Capitalism

    Concerned consumers reclaim their data and turn to privacy-friendly companies. This triggers new competitive dynamics, challenging digital players and reining in opportunities for cross-industry platforms. Cautious Capitalism describes a global and open business landscape challenged by a shift in consumers’ digital behavior.

    Scenario: Territorial Dominance

    Imagine an international environment, where countries step back towards protectionism. Local industry regulation tightens, big regional companies dominate and entrepreneurship is scattered and marginal. Territorial Dominance describes stagnant economic growth and companies focusing on efficiency gains.

    Scenario: Territorial Dominance

    In Regional Marketplace the world divides into localized clusters, each following its own rules in trade, business policy, and Internet governance. Governments still drive local innovative environments, fostering native disruptive ventures, but protect regional players from international competition.

     

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    Four scenarios to stress test your strategy
    By Michael R. Wade
    Summary
    Change has been relentless since the turn of the millennium, and the pace of change is only expected to accelerate as we move into the next decade....
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    Research Information & Knowledge Hub for additional information on IMD publications

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    In this paper, we will begin to answer these questions, taking the last one—the capabilities needed— first. While our subsequent research will set ...
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    Copyright ©2016
    Copyright owner IMD Copyright
    Available Languages English
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    In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of Deniz...

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    In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of Deniz...

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    Case reference: IMD-2698, © 2025
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    By Kazuo Ichijo and Yunfei Feng
    Case reference: IMD-2711 ©2025
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    Chugai C focuses on the company's future as it celebrates its 100th anniversary in 2025. In 2021, Chugai launched its ambitious 'TOP I 2030' growth strategy, aiming to transition from Japan's top innovator to a global leader. The strategy sets two primary targets: doubling RD output and launching one in-house global product annually by 2030. These goals are supported by three key drivers: a RED SHIFT toward early-stage research, comprehensive Digital Transformation DX, and Open Innovation. The case examines the progress made and the significant challenges that lie ahead. These include intense competition from firms in China and India, technological disruption from AI-driven drug discovery, geopolitical risks and cultural barriers to attracting global talent. The central question posed is whether Chugai's proven model for success can sustain its bid for global leadership in an era of unprecedented market shifts.
    Reference IMD-2711
    Copyright ©2025
    Copyright owner IMD Copyright
    Organization Chugai Pharmaceutical
    Industry Healthcare, Pharmaceuticals
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
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    By Kazuo Ichijo and Yunfei Feng
    Case reference: IMD-2710 ©2025
    Summary
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    Reference IMD-2710
    Copyright ©2025
    Copyright owner IMD Copyright
    Organization Chugai Pharmaceutical
    Industry Healthcare, Pharmaceuticals
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
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    By Kazuo Ichijo and Yunfei Feng
    Case reference: IMD-2709 ©2025
    Summary
    Chugai A traces the transformative journey of a leading Japanese biopharmaceutical firm from its founding in 1925 to the early 2000s. Starting with founder Jz Ueno's vision to 'create medicines that benefit society,' the case details the company's evolution from an over-the-counter OTC drug importer to a research-driven enterprise. Key milestones include the shift to prescription drugs in the 1960s and a strategic pivot to biotechnology in the 1980s. Despite Japan's limited biotech expertise at the time, Chugai successfully developed groundbreaking therapies by forging global partnerships, such as with the US-based Genetics Institute, and laid the foundation for its leadership in biopharmaceuticals. The case highlights visionary leaders like Jz Ueno, Kimio Ueno, and Osamu Nagayama, who drove pivotal strategic transformations in response to environmental and policy changes from 1925 to the 1990s. The central conflict focuses on how President Nagayama, upon taking office in 1992, navigated the limitations of the traditional business to seize the immense opportunities in biotechnology, ultimately realizing the firm's ambition to become an international enterprise.
    Reference IMD-2709
    Copyright ©2025
    Copyright owner IMD Copyright
    Organization Chugai Pharmaceutical
    Industry Healthcare, Pharmaceuticals
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
    Mergers and Acquisitions
    Organizational Culture
    Global Business
    Browse all topics
    Building an IT ecosystem at Intertech
    By Murat Tarakci
    Case reference: IMD-2698 ©2025
    Summary
    In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of DenizBank. The massive talent exodus results in a 60 turnover rate, which threatens to derail critical projects as Intertech is now competing with both local firms and global giants hiring remotely during the Covid-19 pandemic. With traditional solutions proving insufficient, Sava proposes a radical strategy: pivoting from being a direct IT provider to an orchestrator of a platform ecosystem. The case challenges participants to map the practical steps necessary to build the ecosystem from the ground up by learning how to create trust with skeptical clients, internal teams and wary partners in the high-stakes fintech sector.
    Reference IMD-2698
    Copyright ©2025
    Copyright owner IMD Copyright
    Industry Information Technology;Finance and Insurance, Financial Services
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
    Innovation
    Digital
    Talent Management
    Browse all topics
    Building an IT ecosystem at Intertech
    By Murat Tarakci
    Case reference: IMD-2698 ©2025
    Summary
    In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of DenizBank. The massive talent exodus results in a 60 turnover rate, which threatens to derail critical projects as Intertech is now competing with both local firms and global giants hiring remotely during the Covid-19 pandemic. With traditional solutions proving insufficient, Sava proposes a radical strategy: pivoting from being a direct IT provider to an orchestrator of a platform ecosystem. The case challenges participants to map the practical steps necessary to build the ecosystem from the ground up by learning how to create trust with skeptical clients, internal teams and wary partners in the high-stakes fintech sector.
    Reference IMD-2698
    Copyright ©2025
    Copyright owner IMD Copyright
    Industry Information Technology;Finance and Insurance, Financial Services
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
    Innovation
    Digital
    Talent Management
    Browse all topics
    Building an IT ecosystem at Intertech
    By Murat Tarakci
    Case reference: IMD-2698 ©2025
    Summary
    In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of DenizBank. The massive talent exodus results in a 60 turnover rate, which threatens to derail critical projects as Intertech is now competing with both local firms and global giants hiring remotely during the Covid-19 pandemic. With traditional solutions proving insufficient, Sava proposes a radical strategy: pivoting from being a direct IT provider to an orchestrator of a platform ecosystem. The case challenges participants to map the practical steps necessary to build the ecosystem from the ground up by learning how to create trust with skeptical clients, internal teams and wary partners in the high-stakes fintech sector.
    Reference IMD-2698
    Copyright ©2025
    Copyright owner IMD Copyright
    Industry Information Technology;Finance and Insurance, Financial Services
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
    Innovation
    Digital
    Talent Management
    Browse all topics
    Building an IT ecosystem at Intertech
    By Murat Tarakci
    Case reference: IMD-2698 ©2025
    Summary
    In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of DenizBank. The massive talent exodus results in a 60 turnover rate, which threatens to derail critical projects as Intertech is now competing with both local firms and global giants hiring remotely during the Covid-19 pandemic. With traditional solutions proving insufficient, Sava proposes a radical strategy: pivoting from being a direct IT provider to an orchestrator of a platform ecosystem. The case challenges participants to map the practical steps necessary to build the ecosystem from the ground up by learning how to create trust with skeptical clients, internal teams and wary partners in the high-stakes fintech sector.
    Reference IMD-2698
    Copyright ©2025
    Copyright owner IMD Copyright
    Industry Information Technology;Finance and Insurance, Financial Services
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
    Innovation
    Digital
    Talent Management
    Browse all topics
    Building an IT ecosystem at Intertech
    By Murat Tarakci
    Case reference: IMD-2698 ©2025
    Summary
    In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of DenizBank. The massive talent exodus results in a 60 turnover rate, which threatens to derail critical projects as Intertech is now competing with both local firms and global giants hiring remotely during the Covid-19 pandemic. With traditional solutions proving insufficient, Sava proposes a radical strategy: pivoting from being a direct IT provider to an orchestrator of a platform ecosystem. The case challenges participants to map the practical steps necessary to build the ecosystem from the ground up by learning how to create trust with skeptical clients, internal teams and wary partners in the high-stakes fintech sector.
    Reference IMD-2698
    Copyright ©2025
    Copyright owner IMD Copyright
    Industry Information Technology;Finance and Insurance, Financial Services
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
    Innovation
    Digital
    Talent Management
    Browse all topics
    Building an IT ecosystem at Intertech
    By Murat Tarakci
    Case reference: IMD-2698 ©2025
    Summary
    In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of DenizBank. The massive talent exodus results in a 60 turnover rate, which threatens to derail critical projects as Intertech is now competing with both local firms and global giants hiring remotely during the Covid-19 pandemic. With traditional solutions proving insufficient, Sava proposes a radical strategy: pivoting from being a direct IT provider to an orchestrator of a platform ecosystem. The case challenges participants to map the practical steps necessary to build the ecosystem from the ground up by learning how to create trust with skeptical clients, internal teams and wary partners in the high-stakes fintech sector.
    Reference IMD-2698
    Copyright ©2025
    Copyright owner IMD Copyright
    Industry Information Technology;Finance and Insurance, Financial Services
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
    Innovation
    Digital
    Talent Management
    Browse all topics
    Building an IT ecosystem at Intertech
    By Murat Tarakci
    Case reference: IMD-2698 ©2025
    Summary
    In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of DenizBank. The massive talent exodus results in a 60 turnover rate, which threatens to derail critical projects as Intertech is now competing with both local firms and global giants hiring remotely during the Covid-19 pandemic. With traditional solutions proving insufficient, Sava proposes a radical strategy: pivoting from being a direct IT provider to an orchestrator of a platform ecosystem. The case challenges participants to map the practical steps necessary to build the ecosystem from the ground up by learning how to create trust with skeptical clients, internal teams and wary partners in the high-stakes fintech sector.
    Reference IMD-2698
    Copyright ©2025
    Copyright owner IMD Copyright
    Industry Information Technology;Finance and Insurance, Financial Services
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
    Innovation
    Digital
    Talent Management
    Browse all topics