IMD business school for management and leadership courses https://validator.w3.org/feed/docs/rss2.html CHINT Group (A): Growing CHINT, growing challenges CHINT Group (D): CHINT transmission & distribution (CHINT t&d) CHINT Group (C): CHINT going global CHINT Group (B): Moving up the value chain Han’s Laser (A): A high-tech company with Chinese characteristics (1996-2000) Han’s Laser (B): The challenge of growth and profitability (2000-2009) Han’s Laser (C): Redefine the business (2009 and beyond) Han’s Laser (A1): Solving the cash problem (2000-2009) Danfoss Motion Controls and Holip (A) (Abridged) Industrial and Commercial Bank of China: The governance model Industrial and Commercial Bank of China: Governance lessons from east to west Samsung Electronics: Global strategies SIX Payment Services (B): A response to disruptive threats Mohammad Al-Mojil Group (MMG) the energy behind energy Etihad Etisalat Company (Mobily) Novartis: Strategic position in the life sciences industry (A) Thomas & Betts: The value-based pricing decision Thomas & Betts: Becoming partner of choice via customer centricity Gamaya: Taking farming into the 21st century When governance rhymes with turbulence The Shell-BG Group tie-up: Yes or no? Cargill: Building a global brand for the world’s largest private company (A) Dallara Automobili: Transforming a racing legend Cargill: Building a global brand for the world’s largest private company (B) Digital business transformation in Silicon Savannah: How M-Pesa changed Safaricom (Kenya) Endgame for the automobile industry? TwingTec AG: Catching high winds Implementing value selling at Tetra Pak Rustomjee Group: Positioning for a new market segment (B) (Interactive version) Hollywood: Fast and furious(ly) in sequel mode? (Mini case) Uber the bad guy: Does it matter? (Mini case) Jean-Claude Biver: Positioning Tag Heuer for the future Downfall Deutsche Bank AccorHotels’ digital transformation: A strategic response to hospitality disruptor Airbnb Kalmar’s big data pricing dilemma Key account management at Sika (A): Leading in the matrix Key account management at Sika (b1): Peter Venkman’s challenge Key account management at Sika (b2): Ray Stantz’s position Key account management at Sika (b3): Egon Spengler’s dilemma Chennai Super Kings: Rebuilding a tainted brand Jean-Claude Biver: Positioning Tag Heuer for the future (Abridged) Family leadership challenges: Disrupting the momentum at Samsung Mary Barra and the Lyft investment: Leading GM into the sharing economy through acquisitions Nestlé: Developing a digital nutrition platform for Japan Turkcell (A): How to respond to digital disruption? Turkcell (B): From a telecom network operator to a customer experience provider Aldo’s global omnichannel imperative ResMed, Inc.: The shift to connected medical devices Coesia (A): Choosing an operating model to support its transformation journey Homepage