Executive Summary
In 2014, Valmet – a new organization born out of a de-merger in a seemingly unsexy, unwanted industry of capital equipment and services for the pulp, paper and energy industries – sought to make the most of its leadership development programs. How? By turning the company into a confident, forward-looking technology front-runner where the leaders truly saw how they could execute their part of the strategy with real impact.
Valmet partnered with IMD, a top-ranked business school, to co-create a unique leadership development journey that helped it build capability and confidence at four levels: individual, interpersonal, cohort and organizational. This journey was developed around six critical design principles: creating two programs in parallel for senior managers and high potentials with connections between the two; mentoring of
high potentials by senior managers; building around the participants’ individual business challenges; addressing or resolving these challenges in each session; ensuring CEO and Executive Team support and sponsorship; and measuring impact on all levels throughout the process.
The journey exceeded the expectations set out at the beginning, not simply based on impressions and testimonials but in terms of real impact. Not only were individual capabilities built, but also 62% of the mentoring relationships continued well beyond the end of the journey; cohort networks improved by over three times because of the program, and substantial financial impact was achieved (between 5 and 167 times depending on the definition). Overall, by early 2018 Valmet had outperformed the Helsinki OMX and Global Industrials index by 62% since the end of 2014, and it was on its way to reaching its stated 8%–10% EBITA targets by 2020.
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Three ways to deal with the almighty boss
Summary
What to do when the boss behaves in ways that contradict widely accepted norms of civility, empathy, and ethical leadership.
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6 Tips for Leaders - Reputation Building
Summary
Six ways leaders can shape corporate reputation building strategies within their organizations, drawing on key insights from a Bloomberg Media study.
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Leadership Thinking - Turbulent Business
Summary
To navigate a turbulent business environment, CEOs must understand their landscape and align leadership thinking priorities, advises IMD’s Michael Watkins.
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CO-RO (B): Weathering the storm
Summary
Case B describes the unprecedented challenges faced by CO-RO in 2020. The implementation of the sugar tax in its largest Middle Eastern market led to a near 50% volume drop in CO-RO’s sales, and Covid-19 lockdowns impacted the Asia-Pacific (APAC) region in particular. These events led to a dramatic drop in net sales and gross profit, forcing CO-RO to re-evaluate its growth strategy and implement cost-saving measures. By 2022, CO-RO faced further challenges with global supply chain disruptions and inflation due to the war in Ukraine. This required strategic decisions to stabilize and ensure future growth amid ongoing external pressures.
Reference
IMD-7-2640
Copyright
©2025
Copyright owner
IMD Copyright
Organization
CO-RO Group
Industry
Consumer Goods, Food and Beverage
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Can you spot the talent markers that predict future success?
Summary
Long-trusted ways of developing leadership talent are outmoded. Tania Lennon and Misiek Piskorski say it pays to recognize the four interconnected factors linked to sustained leadership success in dynamic environments.
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CO-RO (A): Storm clouds forming
Summary
The CO-RO Group is a manufacturer of fruit-based still drinks, concentrates and ambient ice (home-freeze popsicles) headquartered in Denmark. Although production takes place in Denmark, most of its products are sold internationally, with the company relying on long-term local partners to convert and market the finished products. Historically, the company focused on markets in which fruit-based drinks were rare, which led to steady growth in line with GDP and population increases; 70% of sales and 80% of profits came from the Middle East. Set between 2015 and 2019, Case A describes the company’s “Shape for Growth” strategy, which aimed to reduce over-reliance on key markets and resulted in new market entries and over 150 new products. This strategy also mitigated the effects of the 2014-2016 oil price crisis. However, in 2019, Saudi Arabia’s announcement of a 50% sugar tax on sweetened beverages threatened to significantly reduce market volumes.
Reference
IMD-7-2590
Copyright
©2025
Copyright owner
IMD Copyright
Organization
CO-RO Group
Industry
Consumer Goods, Food and Beverage
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
TBC Group: Future proofing a history of success
Summary
The case explores TBC Bank Group’s remarkable journey from a small Georgian bank to a regional leader in digital financial services across Central Asia. Founded in 1992 with just US$500 in initial capital, TBC evolved into Georgia’s largest financial institution and pioneered into digital banking. The case highlights TBC’s strategic expansion into Uzbekistan, where it rapidly built a leading digital banking ecosystem. Students will analyze TBC’s international growth approach as it transformed customer experience, leveraged technology and built a sustainable competitive advantage through product diversification, strong organizational culture and operational agility. The case explores international market entry, digital transformation and aligning strategies with local market needs, highlighting how TBC’s focus on innovation drives its regional expansion.
Reference
IMD-2651
Copyright
©2025
Copyright owner
IMD Copyright
Organization
TBC Bank Group
Industry
Finance and Insurance, Banking
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Nestlé Health Science: Building a healthy future towards 2030
Summary
The board of Nestlé S.A. announced that Anna Mohl would become the CEO of Nestlé Health Science (NHSc) — a global leader in nutritional science — on 1 January 2024. She was delighted to hear about her new position but knew there was little time to...
Reference
IMD-7-2636
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Nestlé Health Science
Industry
Healthcare, Health and Medical Services;Healthcare, Pharmaceuticals
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
From Boomers to Gen Z - Lessons Every Generation Can Learn
Summary
From Boomers to Gen Z, each generation has unique experiences and insights to share. Discover how cross-generational learning fosters growth, innovation, and understanding in today’s world.
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Solving the puzzle of today’s multi-dimensional labor force
Summary
Today’s laborforce often includes a mix of freelancers, agency temps, and outside contractors. Here are four work models to keep these elements motivated.
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