In 2022, Michael Steiner, Porsche's Executive Board Member for Research and Development, confronted a pivotal decision as the company aimed to shift over 80 per cent of new vehicle sales to full-electric models by 2030. In response to the global drive for sustainability, Porsche contemplated an innovative strategy: the eFuels concept, involving the production of synthetic fuels with near-carbon-neutral potential. This presented a solution to challenges such as market competition, technological changes, and varied global governmental impacts. However, Porsche grappled with the dilemma of embracing eFuels or focusing solely on electric vehicles, recognizing the decision's profound impact on its industry position. The company was faced with the choice of becoming a fuel provider, controlling the entire value chain, or collaborating with existing producers to leverage expertise and mitigate risks. The decision required careful consideration of long-term implications, with high stakes shaping Porsche's trajectory for years to come. Balancing electric engine development and the pursuit of eFuels, the company sought to strike a delicate equilibrium in navigating the complex landscape of sustainable mobility and emerging technologies.

In 2022, Michael Steiner, Porsche's Executive Board Member for Research and Development, confronted a pivotal decision as the company aimed to shift over 80 per cent of new vehicle sales to full-electric models by 2030. In response to the global drive for sustainability, Porsche contemplated an innovative strategy: the eFuels concept, involving the production of synthetic fuels with near-carbon-neutral potential. This presented a solution to challenges such as market competition, technological changes, and varied global governmental impacts. However, Porsche grappled with the dilemma of embracing eFuels or focusing solely on electric vehicles, recognizing the decision's profound impact on its industry position. The company was faced with the choice of becoming a fuel provider, controlling the entire value chain, or collaborating with existing producers to leverage expertise and mitigate risks. The decision required careful consideration of long-term implications, with high stakes shaping Porsche's trajectory for years to come. Balancing electric engine development and the pursuit of eFuels, the company sought to strike a delicate equilibrium in navigating the complex landscape of sustainable mobility and emerging technologies.

Going through a dynamic market change with increased user growth and competition, the digital fitness scale-up Freeletics GmbH (Freeletics) found itself at a crossroads in September 2020. Equipped with fresh funding of US$25 million, the chief executive officer and the business development lead discussed the path forward for the company. Its current successful offering, a digital fitness coaching app, promised continuous growth. However, changing market conditions during the COVID-19 pandemic, new user behaviours, and emerging technologies offered new opportunities—and new competition. Consequently, Freeletics had to diversify its business model with new offerings to strategically renew its competitive advantages while keeping the existing successful business growing. The chief executive officer and business development lead had to find an organizational approach that would allow them to start a new entrepreneurial journey without neglecting what they had already built.

Syngenta AG (Syngenta), the Monsanto Company (Monsanto), Bayer Crop Science (Bayer), BASF SE (BASF), Dow AgroSciences (Dow), and DuPont de Neumours, Inc. (DuPont) were the only multinational firms engaged in the discovery of new agrochemical and seed technologies. Despite their fierce rivalry, the six competitors had forged strong collaborative relationships to manage the rising challenges in developing and launching agricultural innovation. A wave of unprecedented mega mergers transformed the industry into even fewer and larger firms. Syngenta, Bayer, BASF, and Corteva became the four new leaders in agriculture. As rivalry increased and innovation became even more challenged, the four competitors were pushed to reassess how they could innovate and collaborate together. Their key challenge was to determine how they could work together to develop the next wave of innovation in agriculture without compromising their individual strengths and competitive advantages.

Going through a dynamic market change with increased user growth and competition, the digital fitness scale-up Freeletics GmbH (Freeletics) found itself at a crossroads in September 2020. Equipped with fresh funding of US$25 million, the chief executive officer and the business development lead discussed the path forward for the company. Its current successful offering, a digital fitness coaching app, promised continuous growth. However, changing market conditions during the COVID-19 pandemic, new user behaviours, and emerging technologies offered new opportunities-and new competition. Consequently, Freeletics had to diversify its business model with new offerings to strategically renew its competitive advantages while keeping the existing successful business growing. The chief executive officer and business development lead had to find an organizational approach that would allow them to start a new entrepreneurial journey without neglecting what they had already built.

Syngenta AG (Syngenta), the Monsanto Company (Monsanto), Bayer Crop Science (Bayer), BASF SE (BASF), Dow AgroSciences (Dow), and DuPont de Neumours, Inc. (DuPont) were the only multinational firms engaged in the discovery of new agrochemical and seed technologies. Despite their fierce rivalry, the six competitors had forged strong collaborative relationships to manage the rising challenges in developing and launching agricultural innovation. A wave of unprecedented mega mergers transformed the industry into even fewer and larger firms. Syngenta, Bayer, BASF, and Corteva became the four new leaders in agriculture. As rivalry increased and innovation became even more challenged, the four competitors were pushed to reassess how they could innovate and collaborate together. Their key challenge was to determine how they could work together to develop the next wave of innovation in agriculture without compromising their individual strengths and competitive advantages.

In 2018, the legacy business of Somedia AG (Somedia)—traditional media such as newspapers, radio, and TV—was in structural decline. While its business portfolio still delivered positive financial results, it became clear that this would only be the case for a few more years. Susanne Lebrument and Thomas Kundert, the two main figures in charge as this pivotal moment in the firm’s history emerged, tasked themselves with finding new business areas that would secure sustained profitable growth and, thus, compensate the declining legacy business. The firm had a rich history and was a well-respected institution in southeastern Switzerland; as such, Somedia’s existing resources and capabilities would provide points of departure for new business development and diversification. Lebrument and Kundert’s key strategic challenge was to change the current business trajectory toward sustained profitable growth that would compensate for the decline and eventual disappearance of Somedia’s legacy business.

In 2018, the legacy business of Somedia AG (Somedia)-traditional media such as newspapers, radio, and TV-was in structural decline. While its business portfolio still delivered positive financial results, it became clear that this would only be the case for a few more years. Susanne Lebrument and Thomas Kundert, the two main figures in charge as this pivotal moment in the firm's history emerged, tasked themselves with finding new business areas that would secure sustained profitable growth and, thus, compensate the declining legacy business. The firm had a rich history and was a well-respected institution in southeastern Switzerland; as such, Somedia's existing resources and capabilities would provide points of departure for new business development and diversification. Lebrument and Kundert's key strategic challenge was to change the current business trajectory toward sustained profitable growth that would compensate for the decline and eventual disappearance of Somedia's legacy business.