The Mexican partner in a Big 5 professional services firm reacts angrily to his Dutch partner’s email (see IMD-3-0963) about providing information for their British multinational client. Puzzled by the response to his email, Johannes takes his original email to two of his partners in adjoining offices and asks their opinion. They see nothing wrong and are as surprised as Johannes when he shows them Pablo Menendez’s reply. He wonders what to do now.
Steady profit: Learning the lessons of future-ready companies
Summary
In an increasingly uncertain world, how do companies plan for the long term? Take this short quiz to test your knowledge of future readiness, and read on for insights from future-ready companies.
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Are you up for the challenge of a downturn? Here’s how to ensure you are
Summary
Is your team ready for tough times? Ask these 7 critical questions to assess resilience, redefine success, and lead through uncertainty with purpose.
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Candles Killer: Lighting up the world at the bottom of the pyramid
Summary
Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous kerosene lamps and has an optimized design (9 components, water-bottle stands). The candles killer solar lamp addresses the critical need for affordable, safe and sustainable lighting for people at the bottom of the pyramid (BOP), a huge market that multinationals struggle to reach. By achieving both low cost and differentiation, SPS created a blue ocean market. The company has made remarkable progress in its mission to provide solar lighting to underserved communities: by 2023, it illuminated over 55 million people across 7.8 million households in 66 countries. Beyond social impact, SPS achieved environmental sustainability at scale, reducing cumulative carbon emissions by 6.7 million tons, the equivalent of planting 368 million evergreen trees. Candles Killer's success led SPS to expand its product line into a solar home system for phone charging and multi-bulb lighting. SPS also introduced Solar Media, a platform with pre-loaded content (medical tips, farming methods, education) to share vital knowledge in remote regions.
Reference
IMD-2661
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Shenzhen Power-Solution
Industry
Energy;Utilities, Electricity Supply;Consumer Goods, Consumer Electronics
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Are stakeholders making or breaking your strategy?
Summary
Leaders are often unaware of their value-critical stakeholders, inhibiting progress on strategic issues. The solution is to get rid of free riders and predators and build more involvement in the value-creation cycle by the stakeholders that matter...
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Leading Global Operations - Complexity and Change
Summary
Leading global operations through complexity and change in 2025 means embracing AI and ML to streamline supply chains and meet rising demands.
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Detroit Entrepreneurship - Motor City Innovation
Summary
Many regional developers have tried and failed to emulate Silicon Valley’s VC-driven model for innovation. Detroit, the birthplace of Ford, is following an alternative route – with promising results.
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Repairing reputational damage: don’t go the way of Boeing
Summary
All organizations should have a plan to secure trust during, after (and even before) a crisis hits. Here are a host of examples, good and bad, to learn from.
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The price of innovation: Will Medacta compromise its DNA by embracing robotics?
Summary
Medacta Group SA is a rising star in the orthopedics market, achieving global success through innovative products and techniques, with a particular emphasis on minimally invasive techniques that bring meaningful value to its patients. With its approaches such as Anterior Minimally Invasive Surgery (AMIS) for hip replacement and Kinematic Alignment for knees, Medacta offers high-quality techniques, supporting tools and cutting-edge implants. It also offers personalized surgeon education through the Medacta Orthopedic Research and Education (M.O.R.E.) Institute. Medacta is situated in an evolving landscape, with competitors including Stryker and Zimmer Biomet investing heavily in robotic technologies. Technological advances are being made in data-driven planning tools – including augmented reality – and research institutes are looking for the most advanced solutions as demanded by many hospitals and surgeons. Despite these trends in the industry, Medacta's CEO, Francesco Siccardi has concerns regarding the value of existing robotic systems, noting their lack of proven benefits in patient outcomes or cost reductions, especially in a context of increasing emphasis on value-based care and sustainability. The case explores the opportunities and challenges confronting Medacta as they decide whether to enter the orthopedic robotics market. The company wants to continue to differentiate itself and drive growth in line with its foundational principles of patient care, operational excellence and sustainable innovation. Today, Francesco faces a critical decision around whether now is the time to enter the robotics market and, if so, how Medacta should do so to preserve its culture and stay true to its DNA.
Reference
IMD-2663
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Medacta Group
Industry
Healthcare, Medical Device
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Efficient Green Transition - 4 Effective Strategies
Summary
By managing ESG-heavy assets separately, companies can drive progress in their sustainable business units while addressing the sustainability challenges of traditional assets. Here are four effective strategies to achieve your goals.
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Strategy Meets Execution - Supply Chain
Summary
10 years of exclusive surveys reveal top supply chain strategy challenges—and how tools like AI, ML, and digital twins are reshaping the path forward.
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