Ping An: How a Chinese insurance firm became a tech giant (C)

A scenario based framework showing how banks can build a sustainable finance strategy that balances long term sustainability commitments with strong financial performance.

The fourth industrial revolution (I4.0) is critically relevant to the future of business management. In this study, we theoretically examine I4.0 investment and implementation from a social capital perspective. By explicating the various forms of ...

The International Basketball Federation (FIBA) had long recognized that the game of basketball was evolving beyond physical participation. That shift became impossible to ignore in 2020, when the Covid-19 pandemic shut down live events and left fans stuck at home. With no traditional products to deliver, FIBA saw esports as a timely strategic extension to complement traditional basketball with a digital-first discipline that could engage younger audiences. Governed under FIBA's statutes and structured as a national team competition, eFIBA was created to establish a new basketball discipline – enhancing the sport and advancing FIBA's vision to unite the global basketball community. Between mid-2020 and the end of 2021, the eFIBA team launched three fully virtual tournaments – FIBA Esports Open I, II and III – with the objective to "learn by doing." This set the foundation to deliver more ambitious eFIBA Seasons 1, 2 and 3. A key evolution in the tournament format from Season 2 onwards was that the World Finals were held in person in a host country. This created an X factor for the tournament. Each successive season witnessed increasing engagement from National Federations, dedicated eBasketball players, enthusiastic fans, sponsors, content creators and influencers. However, a key partner pulled out after Season 2 in early 2024 and eFIBA had to deliver Season 3 and future seasons with diminished resources. This marked a turning point for eFIBA. In 2025, as the eFIBA team set out to develop a five-year strategy to 2029, several questions came to the fore: What value had eFIBA created for different stakeholders to allow it to stand on its own as a brand? What different B2B and/or B2C business models could eFIBA explore to capture higher value? How should eFIBA go about developing a three-year roadmap to enhance value creation for different stakeholders and sustain value capture going forward?

IMD’s Inside the Transition explores how finance drives the energy transition, with Pictet CSO Marie-Laure Schaufelberger on credibility, capital, and ESG.

IMD’s Salvatore Cantale explores how CFOs can balance CEO ambition and board oversight to strengthen decision-making and ensure long-term business success.

One farmer’s harrowing story exposes the tech takeover of America’s heartland, and the fight to reclaim the keys.

While everyone studies Apple’s innovation playbook, they’re missing the company that wrote it. This is how Sony taught Silicon Valley to disrupt.

Before its electric car stunned the world, CEO Lei Jun had to pull off a near-impossible comeback. This is how he did it.

AI allowed Shein not just to outpace everyone but to rewrite the physics of trend creation itself. Yet Zara has managed to hold its own.

Caspar Herzberg, the CEO of AVEVA, explains to Michael Wade why breaking down data silos between companies, not just within them, could transform industrial efficiency. But rivals must first learn to trust each other.