The payment processing industry in Europe had operated in largely the same way for decades. A standard system of financial processing and clearing ensured a steady profit pool for most of the players. However, the payments system in Europe was facing threats on a series of fronts, including changing regulation that shifted power away from some incumbents, lower prices, new competitors, and more demanding customers. One of the region’s large players, Swiss-based SIX Payment Services, needed to decide how to respond to these threats.
SIX Payment Services (A): Disruptive innovation in the European payments industry?
Summary
The payment processing industry in Europe had operated in largely the same way for decades. A standard system of financial processing and clearing ...
Reference
IMD-7-1543
Copyright
©2014
Copyright owner
IMD Copyright
Organization
Six Payment Services
Industry
Finance and Insurance, Financial Services
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
SIX Payment Services (A): Disruptive innovation in the European payments industry? (Spanish translation)
Summary
The payment processing industry in Europe had operated in largely the same way for decades. A standard system of financial processing and clearing ensured a steady profit pool for most of the players. However, the payments system in Europe was facing threats on a series of fronts, including changing regulation that shifted power away from some incumbents, lower prices, new competitors, and more demanding customers. One of the region’s large players, Swiss-based SIX Payment Services, needed to decide how to respond to these threats.
Reference
IMD-7-1543-ES
Copyright
©2021
Copyright owner
IMD Copyright
Organization
Six Payment Services
Industry
Finance and Insurance, Financial Services
Available Languages
Spanish
Contact
Research Information & Knowledge Hub for additional information on IMD publications
SIX Payment Services (B): A response to disruptive threats
Summary
The case explores the response that Swiss-based SIX Payment Services decided to make in the face of disruptive threats to the European payments ind...
Reference
IMD-7-1544
Copyright
©2014
Copyright owner
IMD Copyright
Organization
Six Payment Services
Industry
Finance and Insurance, Financial Services
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Cocoacrafters: AI in the supply chain
Summary
In June 2024, at the CocoaCrafters Operating Centre, Elena Fever faced a crucial meeting with the board of directors. The discussion surrounded how to integrate Generative AI (GenAI) into the company’s supply chain strategy to enhance forecasting and simulation while maintaining ethical standards. CocoaCrafters (CC), a global confectionery leader, was renowned for its commitment to sustainable cocoa sourcing. Despite the board’s strong business acumen, they lagged on the digital agenda and for them the only success criterion was a convincing ROI. Elena’s challenges were amplified by the unknowns surrounding GenAI. Since ChatGPT’s debut, she had been urging her team to identify use cases that aligned with CC's strategic priorities and met its ethical commitments. CC’s digital transformation had begun in 2010 and was marked by phases of awareness, strategic adoption, advanced technology integration and a digital-first culture by 2020. CC’s unsuccessful blockchain project underscored the need for careful planning and ethical considerations in adopting new technologies. CC aimed to use GenAI to optimize its supply chain by forecasting cocoa yields, predicting market trends and simulating environmental impacts. However, ethical concerns about labor conditions and data manipulation persisted. Elena considered the HITL-HOTL-HOL framework for human involvement in AI decisions, reflecting on input from FMCG executives and consulting experts. Despite a lack of specific GenAI decision-making frameworks, traditional strategic basic frameworks were emphasized. Elena presented the board with strategic choices: waiting, focused phased use cases, full integration, or strategic partnerships.
Reference
IMD-7-2593
Copyright
©2024
Copyright owner
IMD Copyright
Organization
CocoaCrafters (Fictionalized)
Industry
Consumer Goods, Food and Beverage
Available Languages
English
Contact
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Leadership 2025 - 5 Key Behaviors - Tania Lennon
Summary
The increasing pace of disruption and change means leaders need to cultivate behaviors that support their sustained success. From building strategic flexibility to broadening stakeholder connections, here is our expert guide to leading in an age o...
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Financial trends 2025: tighten your (safety) belts for a roller-coaster ride
Summary
Global market shifts and turbulence in 2025 mean Chief Financial Officers must take into account inflation, trade tensions and shifting regulations to ensure long-term growth
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Here’s what we predicted for 2024… how did we do?
Summary
Did our predictions for 2024 come true, a turbulent election year, bitcoin and CBDC, COP29 and electric cars, China, EU integration and Euro football
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The geopolitical context
Summary
Companies don’t operate in a vacuum. Corporate leaders have to navigate political dynamics, and in Chapter 12 we discuss nonmarket strategies. But there’s a global dimension to sustainability that’s worth a separate discussion. Will rising geopoli...
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Framing the conversation
Summary
In late 2020, as the world began to emerge from the worst
of the COVID-19 pandemic, Wärtsilä, a Finnish corporation
specializing in power systems, made a bold decision.
Despite being a well-established company with a strong
track record in...
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Time to go green? What bonds are best for you?
Summary
Green and sustainability-linked bonds offer companies new funding to reach sustainability goals. Salvatore Cantale and Barry Gavin explain how to balance processes with outcomes to tap into a booming market.
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Growing beyond your skillset
Summary
Anne, a newly appointed CFO at a global manufacturing group, transitions from consultant to leader, embracing delegation, strategic thinking, and career growth.
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Why investors often overlook the next big thing - Venture Capital
Summary
Bold and unproven ideas may struggle to attract early investment, but that doesn't mean they are doomed to fail.
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NTT at a crossroads (B): Mapping growth options
Summary
Building on NTT (A), the case starts with NTT’s CEO having narrowed down strategic growth options with the board to prepare NTT for the future. Past international investments in AT&T Wireless and KPN to tap into foreign markets had resulted in billion $ write offs and stopped international acquisitions. However, after reviewing the disruptive changes facing the ICT industry and considering the shareholders’ views, CEO Miura committed to internationalization. The B case details NTT’s growth strategy focused on internationalization, while considering the need for new capabilities and technologies. It provides more insights into NTT, its opportunities and the Japanese experience with M&As and ends with Miura’s determination to quickly grow through international expansion to prepare NTT for the future.
Reference
IMD-7-2352
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Nippon Telegraph and Telephone
Industry
Services, Telecommunications;Information Technology
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications