Indian Hotels Company Limited: Fast track to structured sustainability via Paathya

Poman Lo argues that purpose-driven leadership, not profit, must guide Asia’s transformation toward sustainability amid the growing climate crisis.

A common trap new leaders fall into is the desire to please others. But don’t be fooled: people-pleasing is exhausting and can quickly lead to burnout. Go through the questions below to see if you’re at risk and check out the tips on breaking the ...

Las estrategias de economía circular y regeneración están transformando el crecimiento empresarial frente al cambio climático, la escasez de recursos y la tensión geopolítica, dentro de los límites del planeta.

Las economías emergentes impulsan una nueva era energética: de Brasil a India, la energía se convierte en ventaja competitiva y motor del crecimiento sostenible.

The case study examines the organizational transformation challenges faced by MedTech Diagnostics, an 850 million medical diagnostics company attempting to balance innovation speed with regulatory compliance and quality standards. CEO Patricia Chen must navigate the tension between traditional, reliability-focused operations and agile innovation pods, while facing a critical contract renewal worth 187 million that represents 22 of the company's revenue. The case illustrates the complexities of dual operating models in regulated industries. MedTech's traditional divisions generate 120M in EBITDA and are FDA-compliant but are declining at 8 annually. Innovation pods achieve 120 growth and high customer satisfaction but face higher post-market issues and lower FDA approval rates. Hybrid teams intended as a compromise satisfy neither approach, demonstrating the difficulties of organizational ambidexterity. Chen faces three strategic options: controlled evolution over 24 months, creating a separate subsidiary for innovation, or transforming into a platform company. Each option carries significant costs, risks, and uncertain outcomes. The case explores critical organizational design questions, including culture change, stakeholder management, resource allocation, regulatory navigation, and leadership alignment in transformation contexts. Key themes include managing organizational culture during transformation, balancing innovation with quality in regulated environments, addressing internal resistance and political dynamics, developing effective dual operating systems, and making high-stakes strategic decisions under uncertainty. The case is designed for classroom discussion on organizational change, innovation management, and strategic decision-making in complex operating environments.

Bayer Canada empowers frontline staff through a dynamic shared ownership model, boosting customer focus, collaboration, and inclusive leadership.

Novonesis CEO Ester Baiget shares how advanced tech and a unique ‘library of strengths’ are transforming food production and laundry solutions globally.

The case follows Kristin Hull, founder and CIO of Nia Impact Capital, a mission-driven investment firm in California, as she faces a pivotal decision in July 2025: Should she file a shareholder resolution against Tesla, Inc.? Hull and Nia have engaged Tesla for over five years on issues of human capital management, workplace equity and board oversight. In 2025, the stakes are higher. Tesla is facing mounting reputational, legal and operational risks, including civil rights litigation, governance controversies and product recalls, compounding the previous year's 53% decline in profits. Now, Hull must decide between two draft resolutions: one framed in the language of social justice, the other in terms of business efficiency and governance. A third option is to total withdraw from the engagement. This decision must be made in a shifting US political and regulatory context marked by heightened scrutiny of environmental, social and governance (ESG) initiatives and a national rollback of diversity, equity and inclusion (DEI) commitments. The polarized climate makes language and framing not just strategic choices but also existential ones: How can impact investors continue to advance their missions while maintaining legitimacy and influence in an increasingly hostile environment? Designed to mirror the complexity of real-world decision making, the case immerses students in an environment of competing pressures, contradictory information and media "noise." It reflects the paradoxes impact investors face: staying true to the mission vs. maintaining strategic influence; framing issues in values-based vs. efficiency-based language; and exercising leadership amid political backlash and reputational risk. The case is suitable for courses on sustainable finance, non-market strategy, governance and leadership. It challenges students to explore fiduciary duty, rethink the role of shareholder engagement, and consider how language and framing can serve as tools of influence in turbulent times.

The case looks at the fundamental challenges, tensions and opportunities associated with an internally run venture as opposed to an externally funded startup or spin-off company. It discusses the genesis and context of Kontor, an internal venture funded by Resmed Inc. Resmed is an S&P 500 MedTech company. At the time of the case, May 2024, Resmed was also experiencing increasing external competitive threats and pressure on its margin due to GLP-1s, a class of medicines. Kontor is an internal venture at Resmed trying to find its way through turbulent times. Kontor applies Resmed's class-leading comfort and fit technology to the AR/VR space, thus making these devices more comfortable for the user. Kontor has been running for several years and Erika, the case protagonist, is the newly appointed general manager. The current turbulent situation is causing the executives to question investment in the internal venture. Erika must deal with many challenges, but the fundamental question is whether Kontor will create the most value for Resmed as an internal venture or whether it should be spun out and in what manner. The case compares five strategic possibilities: 1) Spinning out the business and running Kontor independently of Resmed with external investors, 2) keeping Kontor wholly owned by Resmed but, run it off-balance sheet, 3) sell Kontor to a strategic buyer, 4) keep running Kontor internally with operational assistance from Resmed Inc, or 5) wait and see how the venture goes without making a decision in the near term thus preserving all options.

This case series explores what companies can learn from luxury brands without becoming luxury brands themselves. The video B case features interviews with three Vanzetti Engineering executives: the marketing director, the CEO and owner and the chief commercial officer. With the shrinking of the automobile industry, the company has had to reposition itself in other industrial sectors where it is significantly smaller than the customers. Vanzetti Engineering embraced some of the codes of luxury branding according to what suited it and ignored others. The company discovered that although it was focused mostly on creating functional value, it had to dwell much more on emotional and societal value creation. The process of brand elevation required a complete cultural transformation, and one of the lessons from the case is that a brand is not a slogan but a way of being and of delivering value.