HomeResearch & Knowledgeback to HomeFinanceback to Research & KnowledgeJulius Baer and IMD: Winning the future: Building Julius Baer’s leadership capabilitiesback to Finance

julius baer impact story - IMD Business School

Report

Julius Baer and IMD: Winning the future: Building Julius Baer's leadership capabilities

By Robert Hooijberg and Nancy Lane

35 pages

September 2021

Download full report

PRINTABLE PDF – 18MB

In 2018, Julius Baer was confronted with reputational legacy issues and leadership challenges in a rapidly evolving external environment, increased regulatory scrutiny and significant technological developments. To ensure future success, the bank pushed forward with its vision of leadership at all levels and engaged IMD to help it co-create a new team leader program – TLP 2.0 – a seven-module journey, based on an adaptive leadership framework, to help team leaders:

Understand the external environment affecting the bank
Link the bank’s strategy to their individual contexts
Identify and focus on their key development areas
Improve collaboration across the bank
Develop a common language around leadership throughout the bank.

The program combined on-line learning and face-to-face modules into a six-month learning journey that considerably broadened and deepened participants’ leadership capabilities. Julius Baer then decided to further engage with IMD to co-create a systematic adaptive leadership curriculum, including three new programs – REACH, LEAP and TOP – that would cover all levels of the organization.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Brandon Hall Group Excellence in Leadership Development Gold Award 2021 - Best Advance in Leadership Development

Keep reading

Case Study

HP Amplify Impact A: Channeling partners for change

Sustainability Leadership

By Heather Cairns-Lee, Julia Katharina Binder and Valerie Keller-Birrer

Podcast

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

ON’s Marc Maurer shares how purpose, humility, and bold choices fueled the brand’s rise—from anti-metaverse to IPO—in this inspiring leadership talk.

Innovation Leadership Strategy

By Alyson Meister and Marc Maurer

in I by IMD

Article

Le P-DG a fait un burn-out. Et maintenant ?

Les études de cas de HBR sont basées sur des problèmes vécus par des dirigeants d’entreprise et proposent des solutions d’experts. Celle-ci est tirée de l’étude de cas de l’Insead « Stress and the City (A&B) : Antonio Horta-Osorio, CEO of Lloyds B...

Leadership Organizational Behavior

By Jean-François Manzoni

in HBRFrance.fr

8 July 2025

Article

Mind games: How to train your brain like you would your body

According to the World Health Organization, depression and anxiety cost the global economy $1tn each year, predominantly from reduced productivity.  Here are six simple habits, taken from design thinker Vishakha Singh’s SHIFT methodology, to train...

Leadership

By I by IMD

in I by IMD Brain Circuits

8 July 2025

Article

Busting the myths of M&A - 4 steps to success

Busting the myths of M&A: New research reveals why old merger strategies fail and how fresh thinking can lead to lasting value for both sides of the deal.

Finance

By Patrick Reinmoeller and Markus Nicolaus

in I by IMD

Article

Eight lessons to navigate career growth - Susanne Hundsbæk-Pedersen

Susanne Hundsbæk-Pedersen, Global Head of Pharma Technical Operations at Roche, shares how she has navigated the various pivots in her career, and the importance of curiosity, optimism and energy.

Entrepreneurial Talent - Boundary Spanners

Entrepreneurial talent who work with other teams often run into trouble with their managers. Here are ways to get the most out of your ‘boundary spanners’.

Prevent Employee Burnout - Growth Mindset

Stress can trigger fixed thinking and fear-driven reactions that accelerate employee burnout. Learn how to shift to a growth mindshift and break the cycle.

Leadership Talent Management

By Susan Goldsworthy

in I by IMD

Article

Why Mark Zuckerberg and Meta can’t build the future

Last week, a notification flashed. “Add your email address for extra security,” my phone chirped. It was from WhatsApp. I stared at the screen, a single question forming in my mind: Security? Or surveillance? I tapped “No.” The feeling wasn’t ange...

Strategy Leadership

By Howard H. Yu

in The Star

1 July 2025

HP Amplify Impact B: From launch to legacy

By Julia Katharina Binder and Heather Cairns-Lee
Case reference: IMD-2695

Summary

The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs. a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.

Reference IMD-2695

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

HP Amplify Impact A: Channeling partners for change

By Heather Cairns-Lee Julia Katharina Binder and Valerie Keller-Birrer
Case reference: IMD-2681 ©2025

Summary

The A case in this two-part series outlines the challenges Isabella Phoenix faced in designing a global sustainability program for HP's vast network of channel partners in just 12 weeks with only one team member and limited resources. The initiative aimed to help embed sustainability in HP global partners' strategies, many of whom lacked the resources or expertise to tackle sustainability alone. Phoenix faced the dual challenge of inspiring internal buy-in and engaging thousands of independent partners many of them small or midsize businesses with limited capacity. The voluntary program, built around HP's Sustainable Impact priorities of climate action, human rights, and digital equity and community, aimed to educate and empower partners without relying on traditional financial incentives. Instead, it encouraged commitment through practical tools and self-assessments and integrating sustainability into commercial deals. Despite the absence of rebates or rewards, the program sought to transform HP's ecosystem into a purpose-driven movement, proving that shared values and long-term impact could unite a diverse, global network.

Reference IMD-2681

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

By Alyson Meister and Marc Maurer
in I by IMD