This final case in the GLOBE series is set approximately 18 months after the B-case. The setting is a meeting of Nestlé’s market heads who are participating in a daylong event to bring them up to date on the progress of GLOBE. The morning has been difficult for Chris Johnson–full of criticism–and the question is how he should handle the afternoon.
Nestlé's GLOBE Program (A): The early months
Summary
This is the first case of a three-part series. All three can be taught in a half-day session. Chris Johnson has been given the task of initiating a...
2010 ECCH AWARD WINNER (Strategy & General Management)
Best-selling
Case Study
Reference
IMD-3-1334
Copyright
©2003
Copyright owner
IMD Copyright
Organization
Nestlé
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Nestlé's GLOBE Program (B): July executive board meeting
Summary
This short case continues the GLOBE story and is intended as an in-class handout to be used during the discussion of the A-case. It documents some ...
2010 ECCH AWARD WINNER (Strategy & General Management)
Best-selling
Case Study
Reference
IMD-3-1335
Copyright
©2003
Copyright owner
IMD Copyright
Organization
Nestlé
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Nestlé's GLOBE Program (C): "GLOBE Day"
Summary
This final case in the GLOBE series is set approximately 18 months after the B-case. The setting is a meeting of Nestlé's market heads who are part...
2010 ECCH AWARD WINNER (Strategy & General Management)
Best-selling
Case Study
Reference
IMD-3-1336
Copyright
©2003
Copyright owner
IMD Copyright
Organization
Nestlé
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
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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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
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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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4 Key Guidelines for Success - Demystifying AI Use Cases
Summary
Uncover AI use cases and opportunities with 4 clear imperatives that align data with business value. Avoid pitfalls and ask the right questions.
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Tariff wars: How business leaders can survive and thrive
Summary
Stay ahead in a shifting global economy. Learn how to build resilient supply chains, manage currency risks, and adapt strategies for long-term business success.
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Your company (and your life) in the hands of an AI agent?
Summary
The case study introduces an original way of exploring the many questions and concerns around AI adoption in business. Based on a true story, it discusses the dilemma of AI implementation through Joe, the CIO of ParcelFlow. Joe is getting ready to...
Reference
IMD-2666
Copyright
©2025
Copyright owner
IMD Copyright
Industry
Healthcare, Medical Device;Healthcare, Pharmaceuticals
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
People, Culture, and Strategy - The Boards Role
Summary
#post_excerptHannele Jakosuo-Jansson of Neste and Finnair shared key insights on board roles in CEO transitions and culture shifts with IMD’s High Performance Boards program.
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AstraPay in Indonesia: Playing the digital payments platform vs. ecosystem game
Summary
This case study explores AstraPay’s journey to become a significant player, despite its latecomer status, in Indonesia’s burgeoning digital payments landscape. Launched in 2018, AstraPay had grown to serve over one million customers, but it faced ...
Reference
IMD-2650
Copyright
©2025
Copyright owner
IMD Copyright
Organization
AstraPay
Industry
Finance and Insurance, Financial Services
Available Languages
English
Contact
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Intelligent Organizational Sensory System - Strategic Agility
Summary
An intelligent organizational sensory system detects, processes, and acts on change signals, giving your company a strong competitive edge.
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