HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeDo star performers need to network? (B): Re-entry & visibility: Bénédicte Foucartback to Strategy

Case Study

Do star performers need to network? (B): Re-entry & visibility: Bénédicte Foucart

By Bettina Büchel and Sophie Linguri Coughlan

2 pages

December 2010

Order this case study

Reference: IMD-3-2190

After the birth of her second child, Bénédicte Foucart decided to take a career break. A year later, she re-entered the work force, starting a job with a new company: Firmenich. As a family company, with typically long employee tenure, relationships were important in Firmenich. How can Bénédicte ensure that she builds the network she needs to maximize her visibility for her career progression – especially since she doesn’t have time to dedicate to social events after work?

Learning Objective

Participants will learn how to manage their networks to enhance visibility, in a new environment and with limited time. This is a major issue, especially for women re-entering the work force, after the birth of a child, for example. However, it could also apply to other types of re-entry after career breaks, sabbaticals, etc.

Keywords

Networking, Career Management, Progression, Re-entry, General Management, Strategy

Settings

Switzerland
2000-2010

Type

Field Research

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Do star performers need to network? (A)
Do star performers need to network? (B): Re-entry & visibility: Bénédicte Foucart
Do star performers need to network? (C): The case of the high-potential: Yvonne Benkert
Do star performers need to network? (D) at a mid-career crossroads: Natasha Nowak

This case study is part of a series

Do star performers need to network? (A)
Do star performers need to network? (B): Re-entry & visibility: Bénédicte Foucart
Do star performers need to network? (C): The case of the high-potential: Yvonne Benkert
Do star performers need to network? (D) at a mid-career crossroads: Natasha Nowak

Do star performers need to network? (A)

By Bettina Büchel and Sophie Linguri Coughlan
Case reference: IMD-3-2189 ©2010

Summary

Pharmaceutical brand manager John O’Brady has just been passed over for the role of global marketing head of the drug brand for which he was respon...

Reference IMD-3-2189

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Do star performers need to network? (B): Re-entry & visibility: Bénédicte Foucart

By Bettina Büchel and Sophie Linguri Coughlan
Case reference: IMD-3-2190 ©2010

Summary

After the birth of her second child, Bénédicte Foucart decided to take a career break. A year later, she re-entered the work force, starting a job ...

Reference IMD-3-2190

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Do star performers need to network? (C): The case of the high-potential: Yvonne Benkert

By Bettina Büchel and Sophie Linguri Coughlan
Case reference: IMD-3-2191 ©2010

Summary

Networking had been central to Yvonne Benkert’s career – helping her to get her first job out of university, and then taking her to head of HR for ...

Reference IMD-3-2191

Organization Man

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Do star performers need to network? (D) at a mid-career crossroads: Natasha Nowak

By Bettina Büchel and Sophie Linguri Coughlan
Case reference: IMD-3-2192 ©2010

Summary

Since May 2006, Natasha Nowak had been Director of Market Intelligence & Commercial Relations for a large food manufacturing company, splitting her...

Reference IMD-3-2192

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Keep reading

Case Study

CDL's boardroom battles: Succession in the Kwek family empire

Corporate Governance Family Business Strategy

By Marleen Dieleman and Thi Phuong Thao Pham

Book

Clean winners: Sustainability strategy that puts customers first

Despite massive investments, sustainable business still isn't very profitable for most companies. Here's a fresh approach for resetting sustainability for customer value—and profitability. Store aisles packed with products labelled "environmentall...

Sustainability Strategy

By Goutam Challagalla and Frédéric Dalsace

Case Study

'Big Fix' at Starbucks: Will customers come back? The new CEO's first year

In September 2024, Starbucks' then-CEO was abruptly fired after 17 months in the role; the decision followed three quarterly drops in consumer traffic and declining operating revenues. The board then turned to Brian Niccol, a veteran fast-food com...

Strategy Marketing Leadership

By Kamran Kashani and Nancy Lane

Article

How to scale with purpose: 5 lessons from Vinted

Milda Mitkute shares lessons from scaling second-hand clothes business Vinted into Lithuania’s first unicorn, and launching a new startup to make maths education more engaging and accessible for children.

Innovation Strategy

By Milda Mitkute

in I by IMD Brain Circuits

11 March 2026

CDL's boardroom battles: Succession in the Kwek family empire

By Marleen Dieleman and Thi Phuong Thao Pham
Case reference: IMD-2756 ©2026

Summary

City Developments Limited (CDL), one of Singapore's largest listed property developers, had been a cornerstone of the Kwek family business empire in Singapore since 1972. With an enterprise value of S$19.5 billion (US$15.1 billion) in January 2026, CDL operated across 168 locations in 29 countries. The company's success was rooted in the vision of Kwek Leng Beng, who helped acquire CDL in 1972 and had served as executive chairman since 1995. In 2018 Kwek Leng Beng's son, Sherman Kwek, was appointed CEO. However, CDL experienced financial setbacks when its property business in China faltered in 2020, leading to the erosion of its balance sheet and the departure of several board members. In early 2025 CDL was thrust into the spotlight again due to a high-profile family feud between Kwek Leng Beng, then aged 84, and his son, Sherman Kwek, over allegations of a boardroom coup, followed by public criticism over alleged governance lapses in CDL. Could CDL's Kwek family overcome this latest episode of family drama?

Reference IMD-2756

Organization City Developments Limited

Industry Services, Real Estate

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Corporate Governance

Family Business

Strategy

Browse all topics

Clean winners: Sustainability strategy that puts customers first