PRME

In 2003, Mawlyngot Tea Growers’ Cooperative Society (MTG), a village cooperative in Meghalaya, India, was spearheaded by a local teacher who wished to lift the village’s people up from poverty, transform their lives, and improve their economic condition. The cooperative started with just a few farmers from the village, but by the end of 2013, the village was growing tea on nearly 90 hectares of land, involving almost all 45 households of the village. Although MTG was a successful model of cooperation for income and social well-being, competition was increasing in the tea market as local players and big multinationals expanded their offerings in the region. In competing for market share, MTG did not want to compromise on its farming practices, which were 100 per cent sustainable and organic. MTG also wanted to build its brand. The cooperative needed to reposition and grow to expand its capacity, sales, and market presence, but the founder was uncertain how to proceed. The case is suitable for undergraduate and graduate business programs in courses on organizational sustainability across all three dimensions: social, environmental, and economic. The case is also suitable for senior management teams participating in executive education programs.
SDG Topics: No Poverty / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Sustainable Cities & Communities / Responsible Consumption & Production / Partnerships for the Goals.

This article introduces an eco-systemic framework to foster innovation for business sustainability. We emphasize the idea of systemic thinking in which the business operates as a system similar to a living organism. In this framework, businesses impact the environment in which they operate in a fluid, dynamic, and interdependent way. This approach contrasts with the linear approach commonly used in business and other disciplines, which tries to explain what might cause an action or reaction but ignores any feedback effect between the subsequent action and its cause. This article offers practical solutions and guidance for business leaders to incorporate complexity science into creating sustainable businesses.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Climate Action / Life Below Water / Life On Land.

This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy.
SDG Topics: Responsible Consumption & Production / Climate Action.

Hope Blooms was a social enterprise based out of Halifax, Nova Scotia, that grew its own garden produce and manufactured and sold a line of herb dressings. For a small social enterprise, it was remarkably successful. Hope Blooms had appeared on CBC’s Dragons’ Den and was constantly selling out of its products in local markets. In addition, it had secured placement in a national grocery retailer and was continuing to fulfill its social mission of empowering marginalized youth by providing education on food, sustainability, and entrepreneurship issues. These successes started to create a series of problems associated with production and capacity shortfalls associated with using a youth volunteer workforce, stock outs, and potential mission drift. As the executive director of Hope Blooms prepared for the final board of directors’ meeting in 2015, she wondered how to solve two of the organization’s fundamental problems: How could the retail operations provide stable employment for its youth members? How could Hope Blooms increase its profits to continue to expand its activities?
SDG Topics: Quality Education / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Sustainable Cities & Communities.

The Grupo SALA case focuses on entrepreneur Humberto Rodriguez's venture based in Bogota, Colombia. Rodriguez saw an opportunity in the environmental-solutions space when the Colombian government decided to privatize public services. Rodriguez started his venture in 1997 in a 62-square-meter office with an investment of $100,000 by a U.S.-based investor. By June 2015, the time of the case, Grupo SALA operated in three areas-solid waste, dangerous residues, and water and sewer-and had grown at an average rate of 21.3% over the 2002-2014 period. The case focuses on three areas of learning: (1) An entrepreneurial approach to providing services critical to any society's well-being and future-waste collection and management, hazardous waste collection and incineration, water and sewer, and the environment. (2) Social education, policy formulation, and behavioral change. (3) Technological innovation and managing a technology-intensive enterprise, especially in the context of determining which technology is appropriate for a given society and its stage of development.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Industry, Innovation & Infrastructure.

The case describes the development of a historical entrepreneur who in 1897 founded East Asiatic Company (EAC). EAC was to become the largest and most important Danish corporation in the first half of the 20th century. The case aims to bridge economic history and entrepreneurship and can be used to introduce the role of entrepreneurship in economic history. The case also explores a relationship which has been important in the theories of entrepreneurship since Joseph Schumpeter’s early works: the relationship between the banker and entrepreneur.
SDG Topics: Industry, Innovation & Infrastructure / Partnerships for the Goals.

This case describes the development of a social entrepreneurial venture started by three young business school graduates. It follows the start-up process from their first idea identification, via the process of business plan writing, fund raising, to eventual start-up, and the issues faced in the field.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Sustainable Cities & Communities.

Juner New Materials (Juner) is a private China - based company that develops, produces, and distributes modified plastic compounds. Founded in 1995 by female serial entrepreneur Xiaomin Chen, Juner has exhibited strong performance and growth potential in the past 15 years. As Juner strives to become the leader in China's modified plastics industry, the company presently faces scalability challenges primarily limited by financing constraints. Upon several discussions, Chen and the board of Juner concluded that it was opportune to take Juner public. This case allows deep discussion of how to value high-growth companies in emerging markets, and how value drivers and business risks are accounted for in the projection of future firm performance. Another focal point of this case is the special issues associated with the entrepreneurship landscape in China, specifically in the modified plastics sector.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

This is the first of a two-case series '470-C10A' and '470-C10B'. Veronica Jaramillo has been a vegetable producer in the Huasco River Valley in the north of Chile since 1993. She founded her company because she wanted to raise her children in a green environment rather than a grey and dusty city. By June 2009 the business had a good relationship with its customers, mainly supermarkets. She could rely on her workers, and the production level was steady. But ironically this stability made Veronica uncomfortable because she had always been motivated by challenge. Her current challenge was to create value for her family, her workers and her community. This case is part of the Babson College free case collection.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

This is the second of a two-case series '470-C10A' and '470-C10B'. Veronica Jaramillo has been a vegetable producer in the Huasco River Valley in the north of Chile since 1993. She founded her company because she wanted to raise her children in a green environment rather than a grey and dusty city. By June 2009 the business had a good relationship with its customers, mainly supermarkets. She could rely on her workers, and the production level was steady. But ironically this stability made Veronica uncomfortable because she had always been motivated by challenge. Her current challenge was to create value for her family, her workers and her community. This case is part of the Babson College free case collection.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

In May 2011, the Public Bike System Company, based in Montreal, Canada, was preparing to answer a request for proposal by New York City to create a financially self-sustaining public bike-sharing system. Three years earlier, the company, owned by the Montreal Transit Authority, had created Bixi, a service that made bikes available to members through docking stations, powered by solar energy, spread across the city. In partnership with other private bike-sharing organizations, the company had successfully expanded to Minneapolis-St. Paul and Washington D.C. but had experienced problems with its implementations in Melbourne, London and Boston. Furthermore, the system in Montreal could not provide evidence of profitability, forcing the city government to step in by guaranteeing loans and providing additional cash flow. Now, news of its problems in Montreal had made headlines in New York, putting the future of its expansion ambitions in doubt. This case can be taught to undergraduate students or MBA students in courses such as international strategy, business strategy or international management.
SDG Topics: Affordable & Clean Energy / Industry, Innovation & Infrastructure / Sustainable Cities & Communities.

Founded in 2007, Bolaven Farms is a coffee business with a social purpose. Set up in Laos and Hong Kong, Bolaven Farms aims at providing high-quality coffee to the worldwide public while helping to alleviate poverty among coffee farmers in Laos. The company's vision of educating farmers and providing them with higher income for their work is very compelling to the public and was quickly picked up by the media. However, the business model has yet to be tested. The case begins with an introduction of the coffee industry and its practices. The case describes the development and implementation of a business model that incorporates vertical integration supported by social networks. It allows for an advanced analysis of issues related to choosing an appropriate business model and focuses on the risks related to future expansion and resulting from the strategic choices of the entrepreneur.
SDG Topics: No Poverty / Quality Education / Reduced Inequalities / Sustainable Cities & Communities / Responsible Consumption & Production.

Juner New Materials (Juner) is a private China - based company that develops, produces, and distributes modified plastic compounds. Founded in 1995 by female serial entrepreneur Xiaomin Chen, Juner has exhibited strong performance and growth potential in the past 15 years. As Juner strives to become the leader in China's modified plastics industry, the company presently faces scalability challenges primarily limited by financing constraints. Upon several discussions, Chen and the board of Juner concluded that it was opportune to take Juner public. This case allows deep discussion of how to value high-growth companies in emerging markets, and how value drivers and business risks are accounted for in the projection of future firm performance. Another focal point of this case is the special issues associated with the entrepreneurship landscape in China, specifically in the modified plastics sector.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

Alison Barnard, 27, knows shopping, retail, and fashion. As an MBA, working part time in retail, she devises a business plan for a premium denim and tops boutique based on her view that "women are not brand-loyal, they are fit-loyal." In-Jean-ius, her six-month-old corner shop in Boston's lovely North End, has been exceeding her revenue estimates since day one—largely because Alison has skill and passion to help her upscale clients find just the “right” pair of jeans. While her plan is to roll out In-Jean-ius stores in major cities like New York, Chicago, LA, that will be critically dependent upon her ability to attract and develop management talent with a similarly keen eye for fit. Her latest hire with management potential has just decided to quit, leaving Alison to wonder, “If it's such a challenge to replicate myself at this one location, how am I supposed to scale?”
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

Hope Blooms was a social enterprise based out of Halifax, Nova Scotia, that grew its own garden produce and manufactured and sold a line of herb dressings. For a small social enterprise, it was remarkably successful. Hope Blooms had appeared on CBC’s Dragons’ Den and was constantly selling out of its products in local markets. In addition, it had secured placement in a national grocery retailer and was continuing to fulfill its social mission of empowering marginalized youth by providing education on food, sustainability, and entrepreneurship issues. These successes started to create a series of problems associated with production and capacity shortfalls associated with using a youth volunteer workforce, stock outs, and potential mission drift. As the executive director of Hope Blooms prepared for the final board of directors’ meeting in 2015, she wondered how to solve two of the organization’s fundamental problems: How could the retail operations provide stable employment for its youth members? How could Hope Blooms increase its profits to continue to expand its activities?
SDG Topics: Quality Education / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Sustainable Cities & Communities.

In 2003, Mawlyngot Tea Growers’ Cooperative Society (MTG), a village cooperative in Meghalaya, India, was spearheaded by a local teacher who wished to lift the village’s people up from poverty, transform their lives, and improve their economic condition. The cooperative started with just a few farmers from the village, but by the end of 2013, the village was growing tea on nearly 90 hectares of land, involving almost all 45 households of the village. Although MTG was a successful model of cooperation for income and social well-being, competition was increasing in the tea market as local players and big multinationals expanded their offerings in the region. In competing for market share, MTG did not want to compromise on its farming practices, which were 100 per cent sustainable and organic. MTG also wanted to build its brand. The cooperative needed to reposition and grow to expand its capacity, sales, and market presence, but the founder was uncertain how to proceed. The case is suitable for undergraduate and graduate business programs in courses on organizational sustainability across all three dimensions: social, environmental, and economic. The case is also suitable for senior management teams participating in executive education programs.
SDG Topics: No Poverty / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Sustainable Cities & Communities / Responsible Consumption & Production / Partnerships for the Goals.

A young Aboriginal entrepreneur faces three major challenges to growing his lifestyle apparel business. First, he has been unable to find a trusted partner who is both competent and passionate about the venture. Second, he is spread thinly across the multiple roles involved with running and growing the business. Third, he has not yet fully tested any of the proposed business models to determine whether they will require considerable investment or abandonment. The entrepreneur lacks the time and space to think strategically about his best course of action. The case challenges students to evaluate his company’s business model and performance and to chart a successful strategy for the future, considering the dual perspectives of being a solo entrepreneur and an Aboriginal businessperson. This case is suitable for both undergraduate and graduate entrepreneurship courses, as an illustration of the “Lean Launchpad” start-up method.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities .

The tensions faced by a social venture due to its rapid growth are explored in this case. The organisation uses a comprehensive rehabilitation process to get the sick and long-term unemployed into paid employment. The reader is presented with the challenges faced by Linus Älverbrandt, one of the case authors and the initiative’s founder and executive manager. He has to decide how to handle ideological differences between the two founding partners as well as the organisation outgrowing its functional capacity.
SDG Topics: Good Health & Welbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

This is the first of a two-case series '470-C10A' and '470-C10B'. Veronica Jaramillo has been a vegetable producer in the Huasco River Valley in the north of Chile since 1993. She founded her company because she wanted to raise her children in a green environment rather than a grey and dusty city. By June 2009 the business had a good relationship with its customers, mainly supermarkets. She could rely on her workers, and the production level was steady. But ironically this stability made Veronica uncomfortable because she had always been motivated by challenge. Her current challenge was to create value for her family, her workers and her community. This case is part of the Babson College free case collection.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

This is the second of a two-case series '470-C10A' and '470-C10B'. Veronica Jaramillo has been a vegetable producer in the Huasco River Valley in the north of Chile since 1993. She founded her company because she wanted to raise her children in a green environment rather than a grey and dusty city. By June 2009 the business had a good relationship with its customers, mainly supermarkets. She could rely on her workers, and the production level was steady. But ironically this stability made Veronica uncomfortable because she had always been motivated by challenge. Her current challenge was to create value for her family, her workers and her community. This case is part of the Babson College free case collection.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

This article introduces an eco-systemic framework to foster innovation for business sustainability. We emphasize the idea of systemic thinking in which the business operates as a system similar to a living organism. In this framework, businesses impact the environment in which they operate in a fluid, dynamic, and interdependent way. This approach contrasts with the linear approach commonly used in business and other disciplines, which tries to explain what might cause an action or reaction but ignores any feedback effect between the subsequent action and its cause. This article offers practical solutions and guidance for business leaders to incorporate complexity science into creating sustainable businesses.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Climate Action / Life Below Water / Life On Land.

A young Aboriginal entrepreneur faces three major challenges to growing his lifestyle apparel business. First, he has been unable to find a trusted partner who is both competent and passionate about the venture. Second, he is spread thinly across the multiple roles involved with running and growing the business. Third, he has not yet fully tested any of the proposed business models to determine whether they will require considerable investment or abandonment. The entrepreneur lacks the time and space to think strategically about his best course of action. The case challenges students to evaluate his company’s business model and performance and to chart a successful strategy for the future, considering the dual perspectives of being a solo entrepreneur and an Aboriginal businessperson. This case is suitable for both undergraduate and graduate entrepreneurship courses, as an illustration of the “Lean Launchpad” start-up method.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities .

This article introduces an eco-systemic framework to foster innovation for business sustainability. We emphasize the idea of systemic thinking in which the business operates as a system similar to a living organism. In this framework, businesses impact the environment in which they operate in a fluid, dynamic, and interdependent way. This approach contrasts with the linear approach commonly used in business and other disciplines, which tries to explain what might cause an action or reaction but ignores any feedback effect between the subsequent action and its cause. This article offers practical solutions and guidance for business leaders to incorporate complexity science into creating sustainable businesses.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Climate Action / Life Below Water / Life On Land.

Annie Rittgers had never thought that she would use the words "heroin" and "hack" in the same sentence. Yet here she was, in June, 2017, at Cincinnati, Ohio's Union Hall preparing for a hackathon to address the city's devastating heroin epidemic. Now though, days before Hacking Heroin, issues were surfacing, and it wasn't clear how much of a success the event would be. Rittgers wondered what she could do to nudge the hackathon towards success. Were these just expected hurdles, and it would all turn out okay? Were they warning signs that warranted remedy? Or were they cues that hackathon skeptics had been right all along-what kind of way was this to address a problem of epidemic proportions anyway?
SDG Topics: Good Health & Wellbeing / Industry, Innovation & Infrastructure / Partnerships for the Goals.

The Grupo SALA case focuses on entrepreneur Humberto Rodriguez's venture based in Bogota, Colombia. Rodriguez saw an opportunity in the environmental-solutions space when the Colombian government decided to privatize public services. Rodriguez started his venture in 1997 in a 62-square-meter office with an investment of $100,000 by a U.S.-based investor. By June 2015, the time of the case, Grupo SALA operated in three areas-solid waste, dangerous residues, and water and sewer-and had grown at an average rate of 21.3% over the 2002-2014 period. The case focuses on three areas of learning: (1) An entrepreneurial approach to providing services critical to any society's well-being and future-waste collection and management, hazardous waste collection and incineration, water and sewer, and the environment. (2) Social education, policy formulation, and behavioral change. (3) Technological innovation and managing a technology-intensive enterprise, especially in the context of determining which technology is appropriate for a given society and its stage of development.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Industry, Innovation & Infrastructure.

This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy.
SDG Topics: Responsible Consumption & Production / Climate Action.

In May 2011, the Public Bike System Company, based in Montreal, Canada, was preparing to answer a request for proposal by New York City to create a financially self-sustaining public bike-sharing system. Three years earlier, the company, owned by the Montreal Transit Authority, had created Bixi, a service that made bikes available to members through docking stations, powered by solar energy, spread across the city. In partnership with other private bike-sharing organizations, the company had successfully expanded to Minneapolis-St. Paul and Washington D.C. but had experienced problems with its implementations in Melbourne, London and Boston. Furthermore, the system in Montreal could not provide evidence of profitability, forcing the city government to step in by guaranteeing loans and providing additional cash flow. Now, news of its problems in Montreal had made headlines in New York, putting the future of its expansion ambitions in doubt. This case can be taught to undergraduate students or MBA students in courses such as international strategy, business strategy or international management.
SDG Topics: Affordable & Clean Energy / Industry, Innovation & Infrastructure / Sustainable Cities & Communities.

The case describes the development of a historical entrepreneur who in 1897 founded East Asiatic Company (EAC). EAC was to become the largest and most important Danish corporation in the first half of the 20th century. The case aims to bridge economic history and entrepreneurship and can be used to introduce the role of entrepreneurship in economic history. The case also explores a relationship which has been important in the theories of entrepreneurship since Joseph Schumpeter’s early works: the relationship between the banker and entrepreneur.
SDG Topics: Industry, Innovation & Infrastructure / Partnerships for the Goals.

This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy.
SDG Topics: Responsible Consumption & Production / Climate Action.

Hope Blooms was a social enterprise based out of Halifax, Nova Scotia, that grew its own garden produce and manufactured and sold a line of herb dressings. For a small social enterprise, it was remarkably successful. Hope Blooms had appeared on CBC’s Dragons’ Den and was constantly selling out of its products in local markets. In addition, it had secured placement in a national grocery retailer and was continuing to fulfill its social mission of empowering marginalized youth by providing education on food, sustainability, and entrepreneurship issues. These successes started to create a series of problems associated with production and capacity shortfalls associated with using a youth volunteer workforce, stock outs, and potential mission drift. As the executive director of Hope Blooms prepared for the final board of directors’ meeting in 2015, she wondered how to solve two of the organization’s fundamental problems: How could the retail operations provide stable employment for its youth members? How could Hope Blooms increase its profits to continue to expand its activities?
SDG Topics: Quality Education / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Sustainable Cities & Communities.

A young Aboriginal entrepreneur faces three major challenges to growing his lifestyle apparel business. First, he has been unable to find a trusted partner who is both competent and passionate about the venture. Second, he is spread thinly across the multiple roles involved with running and growing the business. Third, he has not yet fully tested any of the proposed business models to determine whether they will require considerable investment or abandonment. The entrepreneur lacks the time and space to think strategically about his best course of action. The case challenges students to evaluate his company’s business model and performance and to chart a successful strategy for the future, considering the dual perspectives of being a solo entrepreneur and an Aboriginal businessperson. This case is suitable for both undergraduate and graduate entrepreneurship courses, as an illustration of the “Lean Launchpad” start-up method.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities .

This article introduces an eco-systemic framework to foster innovation for business sustainability. We emphasize the idea of systemic thinking in which the business operates as a system similar to a living organism. In this framework, businesses impact the environment in which they operate in a fluid, dynamic, and interdependent way. This approach contrasts with the linear approach commonly used in business and other disciplines, which tries to explain what might cause an action or reaction but ignores any feedback effect between the subsequent action and its cause. This article offers practical solutions and guidance for business leaders to incorporate complexity science into creating sustainable businesses.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Climate Action / Life Below Water / Life On Land.

Hope Blooms was a social enterprise based out of Halifax, Nova Scotia, that grew its own garden produce and manufactured and sold a line of herb dressings. For a small social enterprise, it was remarkably successful. Hope Blooms had appeared on CBC’s Dragons’ Den and was constantly selling out of its products in local markets. In addition, it had secured placement in a national grocery retailer and was continuing to fulfill its social mission of empowering marginalized youth by providing education on food, sustainability, and entrepreneurship issues. These successes started to create a series of problems associated with production and capacity shortfalls associated with using a youth volunteer workforce, stock outs, and potential mission drift. As the executive director of Hope Blooms prepared for the final board of directors’ meeting in 2015, she wondered how to solve two of the organization’s fundamental problems: How could the retail operations provide stable employment for its youth members? How could Hope Blooms increase its profits to continue to expand its activities?
SDG Topics: Quality Education / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Sustainable Cities & Communities.

In 2003, Mawlyngot Tea Growers’ Cooperative Society (MTG), a village cooperative in Meghalaya, India, was spearheaded by a local teacher who wished to lift the village’s people up from poverty, transform their lives, and improve their economic condition. The cooperative started with just a few farmers from the village, but by the end of 2013, the village was growing tea on nearly 90 hectares of land, involving almost all 45 households of the village. Although MTG was a successful model of cooperation for income and social well-being, competition was increasing in the tea market as local players and big multinationals expanded their offerings in the region. In competing for market share, MTG did not want to compromise on its farming practices, which were 100 per cent sustainable and organic. MTG also wanted to build its brand. The cooperative needed to reposition and grow to expand its capacity, sales, and market presence, but the founder was uncertain how to proceed. The case is suitable for undergraduate and graduate business programs in courses on organizational sustainability across all three dimensions: social, environmental, and economic. The case is also suitable for senior management teams participating in executive education programs.
SDG Topics: No Poverty / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Sustainable Cities & Communities / Responsible Consumption & Production / Partnerships for the Goals.

The Grupo SALA case focuses on entrepreneur Humberto Rodriguez's venture based in Bogota, Colombia. Rodriguez saw an opportunity in the environmental-solutions space when the Colombian government decided to privatize public services. Rodriguez started his venture in 1997 in a 62-square-meter office with an investment of $100,000 by a U.S.-based investor. By June 2015, the time of the case, Grupo SALA operated in three areas-solid waste, dangerous residues, and water and sewer-and had grown at an average rate of 21.3% over the 2002-2014 period. The case focuses on three areas of learning: (1) An entrepreneurial approach to providing services critical to any society's well-being and future-waste collection and management, hazardous waste collection and incineration, water and sewer, and the environment. (2) Social education, policy formulation, and behavioral change. (3) Technological innovation and managing a technology-intensive enterprise, especially in the context of determining which technology is appropriate for a given society and its stage of development.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Industry, Innovation & Infrastructure.

This case describes the development of a social entrepreneurial venture started by three young business school graduates. It follows the start-up process from their first idea identification, via the process of business plan writing, fund raising, to eventual start-up, and the issues faced in the field.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Sustainable Cities & Communities.

The tensions faced by a social venture due to its rapid growth are explored in this case. The organisation uses a comprehensive rehabilitation process to get the sick and long-term unemployed into paid employment. The reader is presented with the challenges faced by Linus Älverbrandt, one of the case authors and the initiative’s founder and executive manager. He has to decide how to handle ideological differences between the two founding partners as well as the organisation outgrowing its functional capacity.
SDG Topics: Good Health & Welbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

A young Aboriginal entrepreneur faces three major challenges to growing his lifestyle apparel business. First, he has been unable to find a trusted partner who is both competent and passionate about the venture. Second, he is spread thinly across the multiple roles involved with running and growing the business. Third, he has not yet fully tested any of the proposed business models to determine whether they will require considerable investment or abandonment. The entrepreneur lacks the time and space to think strategically about his best course of action. The case challenges students to evaluate his company’s business model and performance and to chart a successful strategy for the future, considering the dual perspectives of being a solo entrepreneur and an Aboriginal businessperson. This case is suitable for both undergraduate and graduate entrepreneurship courses, as an illustration of the “Lean Launchpad” start-up method.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities .

This is the second of a two-case series '470-C10A' and '470-C10B'. Veronica Jaramillo has been a vegetable producer in the Huasco River Valley in the north of Chile since 1993. She founded her company because she wanted to raise her children in a green environment rather than a grey and dusty city. By June 2009 the business had a good relationship with its customers, mainly supermarkets. She could rely on her workers, and the production level was steady. But ironically this stability made Veronica uncomfortable because she had always been motivated by challenge. Her current challenge was to create value for her family, her workers and her community. This case is part of the Babson College free case collection.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

This is the first of a two-case series '470-C10A' and '470-C10B'. Veronica Jaramillo has been a vegetable producer in the Huasco River Valley in the north of Chile since 1993. She founded her company because she wanted to raise her children in a green environment rather than a grey and dusty city. By June 2009 the business had a good relationship with its customers, mainly supermarkets. She could rely on her workers, and the production level was steady. But ironically this stability made Veronica uncomfortable because she had always been motivated by challenge. Her current challenge was to create value for her family, her workers and her community. This case is part of the Babson College free case collection.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

Sarah is a director of a Real Estate Investment Trust whose CEO has expressed his admiration of her intellect and drive for information, but board meetings have become tense recently, and the CEO has grown distant. In Sarah's opinion, the problem is obvious: Sid Yerby, the CFO. Despite Sarah's repeated requests for comprehensive financial statements, he continues to come to board meetings with a mere two pages of analysis that lack any explanation or footnotes. Increasingly, however, hers seems to be the minority view, and, as the only woman on the board, she is starting to feel isolated. The chairman has warned her that everyone is starting to think of her as ""pushy."" Should she quit the board? Expert commentary comes from Ilene S. Gordon, CEO and chairman, Ingredion, and Sue Decker, former president, Yahoo.
This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1410X, and commentary-only, R1410Z.
SDG Topics: Gender Equality / Peace, Justice & Strong Institutions

"In February, 2004, the general manager of the Mann Deshi Mahila Sahakari Bank failed to show up for work several days in a row. His absence followed a meeting of the full staff of the bank with the chair of the board, Chetna Sinha, in which tensions between the male and female staff were aired. This case raises a number of general management questions: What particular difficulties does a woman face in founding and growing a development organization? How can such an organization attract the appropriate talent, especially in a labor market where gender is a significant factor? How do founders of organizations delegate responsibility for the running of an organization once it is established? It also raises specific questions related to microfinance."
SDG Topics: Gender Equality / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

In December 2009, Fedore Cooperative (Fedore), a worker cooperative in a major city in Western Canada, was at a critical juncture. A general meeting comprising all members had been convened to resolve conflicts that had been brewing for some time and threatening the survival of the business. The members were inspired by the ideals of participation and equality, and had always made decisions based on consensus. Unfortunately, they had become deeply split over the poor financial performance of the business. There was a fundamental disagreement between two influential members about how to solve their problem. The situation had stalled their cooperative decision-making process, and Fedore’s future was at risk. The question was how to present the issues so that Fedore’s members could come to a consensus about how to work their way through the problem and find a solution.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions / Partnerships for the Goals.

In December 2009, Fedore Cooperative (Fedore), a worker cooperative in a major city in Western Canada, was at a critical juncture. A general meeting comprising all members had been convened to resolve conflicts that had been brewing for some time and threatening the survival of the business. The members were inspired by the ideals of participation and equality, and had always made decisions based on consensus. Unfortunately, they had become deeply split over the poor financial performance of the business. There was a fundamental disagreement between two influential members about how to solve their problem. The situation had stalled their cooperative decision-making process, and Fedore’s future was at risk. The question was how to present the issues so that Fedore’s members could come to a consensus about how to work their way through the problem and find a solution.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions / Partnerships for the Goals.

"In February, 2004, the general manager of the Mann Deshi Mahila Sahakari Bank failed to show up for work several days in a row. His absence followed a meeting of the full staff of the bank with the chair of the board, Chetna Sinha, in which tensions between the male and female staff were aired. This case raises a number of general management questions: What particular difficulties does a woman face in founding and growing a development organization? How can such an organization attract the appropriate talent, especially in a labor market where gender is a significant factor? How do founders of organizations delegate responsibility for the running of an organization once it is established? It also raises specific questions related to microfinance."
SDG Topics: Gender Equality / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

An ambitious young manager has an opportunity to move up to a job at headquarters in Korea. But he'd be moving from the company office in San Francisco, where his being gay hasn't been a problem. Expert commentary for this fictional case study provided by experts Christopher A. Murphy and Christie Smith. This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1510X, and commentary-only, R1510Z.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Peace, Justice & Strong Institutions.

Sarah is a director of a Real Estate Investment Trust whose CEO has expressed his admiration of her intellect and drive for information, but board meetings have become tense recently, and the CEO has grown distant. In Sarah's opinion, the problem is obvious: Sid Yerby, the CFO. Despite Sarah's repeated requests for comprehensive financial statements, he continues to come to board meetings with a mere two pages of analysis that lack any explanation or footnotes. Increasingly, however, hers seems to be the minority view, and, as the only woman on the board, she is starting to feel isolated. The chairman has warned her that everyone is starting to think of her as ""pushy."" Should she quit the board? Expert commentary comes from Ilene S. Gordon, CEO and chairman, Ingredion, and Sue Decker, former president, Yahoo.
This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1410X, and commentary-only, R1410Z.
SDG Topics: Gender Equality / Peace, Justice & Strong Institutions

"In February, 2004, the general manager of the Mann Deshi Mahila Sahakari Bank failed to show up for work several days in a row. His absence followed a meeting of the full staff of the bank with the chair of the board, Chetna Sinha, in which tensions between the male and female staff were aired. This case raises a number of general management questions: What particular difficulties does a woman face in founding and growing a development organization? How can such an organization attract the appropriate talent, especially in a labor market where gender is a significant factor? How do founders of organizations delegate responsibility for the running of an organization once it is established? It also raises specific questions related to microfinance."
SDG Topics: Gender Equality / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

Intended to help students understand the many barriers organizations face as their members and their management ranks grow more diverse. As a case on business ethics, it encourages students to discuss what "fairness" and "diversity" mean when an organization is also trying to create a sense of teamwork and "fit." Based upon the open court records of Ann Hopkins versus Price Waterhouse, a sexual discrimination and sexual stereotyping suit brought by a woman who was denied partnership at Price Waterhouse. (The court found in her favor.) Includes lengthy exhibits drawn directly from Price Waterhouse.
SDG Topics: Gender Equality / Reduced Inequalities / Peace, Justice & Strong Institutions.

The case centres on a one-week course in 2015 for a selected group of Danish officers going to Greenland the following summer. The main focus is on how a group of leaders from the Greenlandic police, with Danish and Greenlandic backgrounds, present the upcoming experience and work to the Danish officers, and the officers' immediate reactions. The case targets mainly master students who can conduct advanced power analyses of cross-cultural management, diversity-management or responsible management.
SDG Topics: Good Health & Wellbeing / Reduced Inequalities / Partnerships for the Goals.

This case describes Hewlett Packard Enteprise's "Dandelion Program," which has developed a new service offering for the company's clients by drawing on the special talents of people with autism. The company has deployed "pods" organized around 8 or 9 employees with autism, to function as high performance mini-ecosystems, which have turned out to be 30% more effective than average service teams (in some areas). The case centers around questions of how to adapt this successful model to new demands in a different service domain, specifically, cybersecurity and defense related areas. The case also explores how the company is innovating and refining its assessment and training processes in support of the program.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities.

Japan is world renowned for its quality production and efficient management. However, economic stagnation – and a bottom score in the OECD statistics on women participation in the workforce – has forced the Japanese government to focus on the economic benefits of diversity in Corporate Japan. This case presents the story of the general manager Mieko Suzuki, who was head-hunted to create a more inclusive work environment in the Japanese subsidiary.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

Mieko accepted the offer to join a new initiative by the executive management group to foster diversity. But was it even possible to change an organisation known for its focus on harmony and group processes – in a work environment where traditional norms of Japanese society persist? The case is targeted at bachelor, master and MBA students in management communication and politics.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

The vice-president of the Bank of London was stunned to hear that the union representing clerical workers was initiating a complaint of gender discrimination in starting salaries. The vice-president had believed the Bank of London was actively promoting diversity and inclusion as a natural part of its culture; additionally, the senior leadership team understood how vital diversity and inclusion were to organizational effectiveness and growth. The vice-president was wondering what the accusation of discrimination was costing the Bank of London, and how to manage perceptions both inside and outside of the organization. To determine this, he wanted to understand if discrimination had in fact occurred and analyzed the following factors between male and female job-holders: beginning salary, time at current job, education and experience.
SDG Topics: Gender Equality / Reduced Inequalities / Peace, Justice & Strong Institutions.

BRAC is the world's largest NGO and has over the past 20 years experienced tremendous rates of growth. The case looks at diversity within the organization and the aspects of management that have made the organization so successful.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division implemented an aggressive affirmative action hiring program. The program succeeded in raising the numbers of women to 50% of all employees and of African-Americans to 53% of middle managers and 25% of executives. Cityside operated a profitable business with high customer satisfaction rates that were widely perceived as a successful model of the "business case for diversity." Therefore, the bank's leadership was mystified to discover growing resentment and demoralization among its African-American employees. Under what conditions does a group's cultural diversity enhance or detract from its effectiveness?
SDG Topics: Gender Equality / Reduced Inequalities.

To promote and sell its products, the beverage company Cult hires an army of ‘Cult Girls’ to represent it at festivals, nightclubs, and local venues. They are famous for their sexy outfits and flirty behaviour. Many employees find the job exciting; they see it as a way to get paid for going out at night to party, and being the centre of attention makes them feel appreciated. Others face difficulties, having to deal with drunken men and jealous girlfriends. This case asks: how far can you go when identifying with and selling a product, and what are the consequences?
SDG Topics: Good Health & Wellbeing / Gender Equality / Decent Work & Economic Growth.

An ambitious young manager has an opportunity to move up to a job at headquarters in Korea. But he'd be moving from the company office in San Francisco, where his being gay hasn't been a problem. Expert commentary for this fictional case study provided by experts Christopher A. Murphy and Christie Smith. This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1510X, and commentary-only, R1510Z.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Peace, Justice & Strong Institutions.

Japan is world renowned for its quality production and efficient management. However, economic stagnation – and a bottom score in the OECD statistics on women participation in the workforce – has forced the Japanese government to focus on the economic benefits of diversity in Corporate Japan. This case presents the story of the general manager Mieko Suzuki, who was head-hunted to create a more inclusive work environment in the Japanese subsidiary.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

Mieko accepted the offer to join a new initiative by the executive management group to foster diversity. But was it even possible to change an organisation known for its focus on harmony and group processes – in a work environment where traditional norms of Japanese society persist? The case is targeted at bachelor, master and MBA students in management communication and politics.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

This case describes two diverging post-acquisition experiences of KazOil, an oil drilling company in Kazakhstan, in the years after the dissolution of the Soviet Union. When the company was bought by the Canadian corporation Hydrocarbons Ltd in 1996 it seemed to adapt more successfully than in 2005 when China Petrol acquired the assets. The case opens with a long-time employee reflecting on recent changes made by the Chinese management and wondering how he can ensure employee motivation despite the lack of corporate spirit. This case is part of the CBS free case collection.
SDG Topics: Good Health & Wellbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

The case centres on a one-week course in 2015 for a selected group of Danish officers going to Greenland the following summer. The main focus is on how a group of leaders from the Greenlandic police, with Danish and Greenlandic backgrounds, present the upcoming experience and work to the Danish officers, and the officers' immediate reactions. The case targets mainly master students who can conduct advanced power analyses of cross-cultural management, diversity-management or responsible management.
SDG Topics: Good Health & Wellbeing / Reduced Inequalities / Partnerships for the Goals.

This case explores the nature of the relationship between Uber Technologies, Inc., and its driver-partners. Uber touted itself as a technology company that licensed an app to independent contractors acting as drivers. However, some Uber driver-partners were unhappy and their lawyers filed lawsuits seeking class action status. The driver-partners believed that Uber should have treated them as employees and should have given them benefits (e.g., workers' compensation and reimbursement for their expenses). They complained that Uber unfairly denied them gratuities. The case provides a brief history of Uber Technologies, its competitors, and the taxi and limousine industry, discusses the requirements for working as an Uber driver-partner, and delves into litigation related to Uber's labor practices. It raises substantial questions about how to classify workers (employee v. contractor) and how to develop human resource practices in the sharing economy.
SDG Topics: Decent Work & Economic Growth / Peace, Justice & Strong Institutions.

The vice-president of the Bank of London was stunned to hear that the union representing clerical workers was initiating a complaint of gender discrimination in starting salaries. The vice-president had believed the Bank of London was actively promoting diversity and inclusion as a natural part of its culture; additionally, the senior leadership team understood how vital diversity and inclusion were to organizational effectiveness and growth. The vice-president was wondering what the accusation of discrimination was costing the Bank of London, and how to manage perceptions both inside and outside of the organization. To determine this, he wanted to understand if discrimination had in fact occurred and analyzed the following factors between male and female job-holders: beginning salary, time at current job, education and experience.
SDG Topics: Gender Equality / Reduced Inequalities / Peace, Justice & Strong Institutions.

Sarah is a director of a Real Estate Investment Trust whose CEO has expressed his admiration of her intellect and drive for information, but board meetings have become tense recently, and the CEO has grown distant. In Sarah's opinion, the problem is obvious: Sid Yerby, the CFO. Despite Sarah's repeated requests for comprehensive financial statements, he continues to come to board meetings with a mere two pages of analysis that lack any explanation or footnotes. Increasingly, however, hers seems to be the minority view, and, as the only woman on the board, she is starting to feel isolated. The chairman has warned her that everyone is starting to think of her as ""pushy."" Should she quit the board? Expert commentary comes from Ilene S. Gordon, CEO and chairman, Ingredion, and Sue Decker, former president, Yahoo.
This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1410X, and commentary-only, R1410Z.
SDG Topics: Gender Equality / Peace, Justice & Strong Institutions

"In February, 2004, the general manager of the Mann Deshi Mahila Sahakari Bank failed to show up for work several days in a row. His absence followed a meeting of the full staff of the bank with the chair of the board, Chetna Sinha, in which tensions between the male and female staff were aired. This case raises a number of general management questions: What particular difficulties does a woman face in founding and growing a development organization? How can such an organization attract the appropriate talent, especially in a labor market where gender is a significant factor? How do founders of organizations delegate responsibility for the running of an organization once it is established? It also raises specific questions related to microfinance."
SDG Topics: Gender Equality / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a "green" power business was a radical departure for BP. It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team. The case was designed to teach what leaders do to create change and innovation. It also illustrates how leadership style affects change processes.
SDG Topics: Affordable & Clean Energy / Industry, Innovation & Infrastructure / Climate Action.

This case describes two diverging post-acquisition experiences of KazOil, an oil drilling company in Kazakhstan, in the years after the dissolution of the Soviet Union. When the company was bought by the Canadian corporation Hydrocarbons Ltd in 1996 it seemed to adapt more successfully than in 2005 when China Petrol acquired the assets. The case opens with a long-time employee reflecting on recent changes made by the Chinese management and wondering how he can ensure employee motivation despite the lack of corporate spirit. This case is part of the CBS free case collection.
SDG Topics: Good Health & Wellbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

An ambitious young manager has an opportunity to move up to a job at headquarters in Korea. But he'd be moving from the company office in San Francisco, where his being gay hasn't been a problem. Expert commentary for this fictional case study provided by experts Christopher A. Murphy and Christie Smith. This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1510X, and commentary-only, R1510Z.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Peace, Justice & Strong Institutions.

Sarah is a director of a Real Estate Investment Trust whose CEO has expressed his admiration of her intellect and drive for information, but board meetings have become tense recently, and the CEO has grown distant. In Sarah's opinion, the problem is obvious: Sid Yerby, the CFO. Despite Sarah's repeated requests for comprehensive financial statements, he continues to come to board meetings with a mere two pages of analysis that lack any explanation or footnotes. Increasingly, however, hers seems to be the minority view, and, as the only woman on the board, she is starting to feel isolated. The chairman has warned her that everyone is starting to think of her as ""pushy."" Should she quit the board? Expert commentary comes from Ilene S. Gordon, CEO and chairman, Ingredion, and Sue Decker, former president, Yahoo.
This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1410X, and commentary-only, R1410Z.
SDG Topics: Gender Equality / Peace, Justice & Strong Institutions

Umpqua Bank is an Oregon-based business that is attempting to revolutionize the banking industry with a creatively nontraditional culture and a radically retail mindset (stores not branches), supported by an highly innovative environmental design. Umpqua has grown rapidly and faces critical issues, including: (1) How can an organization strengthen and maintain its culture while undergoing rapid growth by merger and acquisition? Specifically, how can this service organization, a quirky bank with a distinctive culture, incorporate and retrain hundreds of new employees from traditional banks? And (2) What role does the design of the total environment (experience design) play in nurturing and maintaining an organization's culture and its brand expression, and how much should it invest in this form of brand expression? Presents two examples and asks how this bank should deal with the issue of cost vs. value of design in each of them.
SDG Topics: Industry, Innovation & Infrastructure.

Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different needs and aspirations, and the firm's global offices had not yet embraced this U.S. initiative.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

To promote and sell its products, the beverage company Cult hires an army of ‘Cult Girls’ to represent it at festivals, nightclubs, and local venues. They are famous for their sexy outfits and flirty behaviour. Many employees find the job exciting; they see it as a way to get paid for going out at night to party, and being the centre of attention makes them feel appreciated. Others face difficulties, having to deal with drunken men and jealous girlfriends. This case asks: how far can you go when identifying with and selling a product, and what are the consequences?
SDG Topics: Good Health & Wellbeing / Gender Equality / Decent Work & Economic Growth.

Japan is world renowned for its quality production and efficient management. However, economic stagnation – and a bottom score in the OECD statistics on women participation in the workforce – has forced the Japanese government to focus on the economic benefits of diversity in Corporate Japan. This case presents the story of the general manager Mieko Suzuki, who was head-hunted to create a more inclusive work environment in the Japanese subsidiary.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

Mieko accepted the offer to join a new initiative by the executive management group to foster diversity. But was it even possible to change an organisation known for its focus on harmony and group processes – in a work environment where traditional norms of Japanese society persist? The case is targeted at bachelor, master and MBA students in management communication and politics.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

The vice-president of the Bank of London was stunned to hear that the union representing clerical workers was initiating a complaint of gender discrimination in starting salaries. The vice-president had believed the Bank of London was actively promoting diversity and inclusion as a natural part of its culture; additionally, the senior leadership team understood how vital diversity and inclusion were to organizational effectiveness and growth. The vice-president was wondering what the accusation of discrimination was costing the Bank of London, and how to manage perceptions both inside and outside of the organization. To determine this, he wanted to understand if discrimination had in fact occurred and analyzed the following factors between male and female job-holders: beginning salary, time at current job, education and experience.
SDG Topics: Gender Equality / Reduced Inequalities / Peace, Justice & Strong Institutions.

BRAC is the world's largest NGO and has over the past 20 years experienced tremendous rates of growth. The case looks at diversity within the organization and the aspects of management that have made the organization so successful.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

Deloitte & Touche discovered it was losing talented women and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis and now had to consider the results and develop a change plan. Teaching Purpose: Defining a plan of action to change organizational culture.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division implemented an aggressive affirmative action hiring program. The program succeeded in raising the numbers of women to 50% of all employees and of African-Americans to 53% of middle managers and 25% of executives. Cityside operated a profitable business with high customer satisfaction rates that were widely perceived as a successful model of the "business case for diversity." Therefore, the bank's leadership was mystified to discover growing resentment and demoralization among its African-American employees. Under what conditions does a group's cultural diversity enhance or detract from its effectiveness?
SDG Topics: Gender Equality / Reduced Inequalities.

Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division implemented an aggressive affirmative action hiring program. The program succeeded in raising the numbers of women to 50% of all employees and of African-Americans to 53% of middle managers and 25% of executives. Cityside operated a profitable business with high customer satisfaction rates that were widely perceived as a successful model of the "business case for diversity." Therefore, the bank's leadership was mystified to discover growing resentment and demoralization among its African-American employees. Under what conditions does a group's cultural diversity enhance or detract from its effectiveness?
SDG Topics: Gender Equality / Reduced Inequalities.

"In February, 2004, the general manager of the Mann Deshi Mahila Sahakari Bank failed to show up for work several days in a row. His absence followed a meeting of the full staff of the bank with the chair of the board, Chetna Sinha, in which tensions between the male and female staff were aired. This case raises a number of general management questions: What particular difficulties does a woman face in founding and growing a development organization? How can such an organization attract the appropriate talent, especially in a labor market where gender is a significant factor? How do founders of organizations delegate responsibility for the running of an organization once it is established? It also raises specific questions related to microfinance."
SDG Topics: Gender Equality / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

This case describes Hewlett Packard Enteprise's "Dandelion Program," which has developed a new service offering for the company's clients by drawing on the special talents of people with autism. The company has deployed "pods" organized around 8 or 9 employees with autism, to function as high performance mini-ecosystems, which have turned out to be 30% more effective than average service teams (in some areas). The case centers around questions of how to adapt this successful model to new demands in a different service domain, specifically, cybersecurity and defense related areas. The case also explores how the company is innovating and refining its assessment and training processes in support of the program.
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities.

This case describes two diverging post-acquisition experiences of KazOil, an oil drilling company in Kazakhstan, in the years after the dissolution of the Soviet Union. When the company was bought by the Canadian corporation Hydrocarbons Ltd in 1996 it seemed to adapt more successfully than in 2005 when China Petrol acquired the assets. The case opens with a long-time employee reflecting on recent changes made by the Chinese management and wondering how he can ensure employee motivation despite the lack of corporate spirit. This case is part of the CBS free case collection.
SDG Topics: Good Health & Wellbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

This case describes two diverging post-acquisition experiences of KazOil, an oil drilling company in Kazakhstan, in the years after the dissolution of the Soviet Union. When the company was bought by the Canadian corporation Hydrocarbons Ltd in 1996 it seemed to adapt more successfully than in 2005 when China Petrol acquired the assets. The case opens with a long-time employee reflecting on recent changes made by the Chinese management and wondering how he can ensure employee motivation despite the lack of corporate spirit. This case is part of the CBS free case collection.
SDG Topics: Good Health & Wellbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

How can organisations drive change in a responsible manner? Doing so successfully depends on the leader’s ability to see the bigger picture and heed wakeup calls in the industry. This case focuses on the big three carmakers of Detroit, General Motors, Chrysler and Ford, plus the biggest Japanese producers, Toyota and Honda. Does being an American or a Japanese car manufacturer influence their ability to react responsibly?
SDG Topics: Industry, Innovation & Infrastructure / Sustainable Cities & Communities / Responsible Consumption & Production.

Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different needs and aspirations, and the firm's global offices had not yet embraced this U.S. initiative.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

An inside-out perspective on social responsibility is analysed in this case. In 2007, the Danish police began an extensive reform programme that affected all parts of the organisation. The outcome was heavily criticised and additional funding was required to get the police force ‘back on track’. The case highlights how external factors must be acknowledged in strategic change management, particularly in highly institutional organisations such as the police.
SDG Topics: Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions.

Deloitte & Touche discovered it was losing talented women and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis and now had to consider the results and develop a change plan. Teaching Purpose: Defining a plan of action to change organizational culture.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division implemented an aggressive affirmative action hiring program. The program succeeded in raising the numbers of women to 50% of all employees and of African-Americans to 53% of middle managers and 25% of executives. Cityside operated a profitable business with high customer satisfaction rates that were widely perceived as a successful model of the "business case for diversity." Therefore, the bank's leadership was mystified to discover growing resentment and demoralization among its African-American employees. Under what conditions does a group's cultural diversity enhance or detract from its effectiveness?
SDG Topics: Gender Equality / Reduced Inequalities.

"In February, 2004, the general manager of the Mann Deshi Mahila Sahakari Bank failed to show up for work several days in a row. His absence followed a meeting of the full staff of the bank with the chair of the board, Chetna Sinha, in which tensions between the male and female staff were aired. This case raises a number of general management questions: What particular difficulties does a woman face in founding and growing a development organization? How can such an organization attract the appropriate talent, especially in a labor market where gender is a significant factor? How do founders of organizations delegate responsibility for the running of an organization once it is established? It also raises specific questions related to microfinance."
SDG Topics: Gender Equality / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

Mondragon Corp. Cooperativa (MCC) is a conglomerate of more than 100 cooperatives in Basque Country, Spain. From 1996, MCC has pursued an internationalization strategy. As the company goes global, MCC's business model, based on trust and social involvement, seems to be threatened. Can MCC effectively become a global player while being truthful to the principles on which its past successes have been built?
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Peace, Justice & Strong Institutions / Partnerships for the Goals.

This case traces the development of genetically-modified (GM) foods in the United States and in Europe. The US had from the start a commanding lead in GM food developmentand a correspondingly large stake in global acceptance of GM seeds and foods. The case describes evolving and contrasting US and European consumer attitudes toward GM foods, a general acceptance in the US, versus a worried rejection in Europe. The case discusses how US government and corporate leaders were convinced at first that Europe was indulging in protectionist activity, but came over time to understand that the European reaction was mostly consumer-driven and derived from citizens' suspicion of government's ability to understand and regulate scientific discoveries sufficiently to protect public health. Still, US food corporations were alarmed when in 2002 Zambia refused to accept desperately-needed US food aid on the grounds that US-made GM products might preclude Zambia selling its own produce to Europe.
SDG Topics: Zero Hunger / Good Health & Wellbeing / Partnerships for the Goals.

Pentobarbital, a product owned by Danish pharmaceutical company Lundbeck, was used in 2010 by US prisons to execute prisoners sentenced to death. The product was licensed for treatment of epilepsy and as an anaesthetic. Its use to induce intentional death was unauthorised and unintended by Lundbeck. The case revolves around this issue and takes students through a series of situations based on Lundbeck’s handling of the issue and the evolution of stakeholder reactions.
SDG Topics: Good Health & Wellbeing / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Peace, Justice & Strong Institutions.

In the early months of 2014, the Copenhagen Zoo found itself at the centre of a media storm. The Zoo had not been prepared for the massive reaction from the Danish and international community to the culling of a young giraffe, Marius. Two issues were at the centre of the debate: Firstly, why did the Copenhagen Zoo feel that they had to put down a perfectly healthy young giraffe, and secondly, why did they choose to do a public autopsy allowing young children to watch?
SDG Topics: Life On Land / Peace, Justice & Strong Institutions.

The vice-president of the Bank of London was stunned to hear that the union representing clerical workers was initiating a complaint of gender discrimination in starting salaries. The vice-president had believed the Bank of London was actively promoting diversity and inclusion as a natural part of its culture; additionally, the senior leadership team understood how vital diversity and inclusion were to organizational effectiveness and growth. The vice-president was wondering what the accusation of discrimination was costing the Bank of London, and how to manage perceptions both inside and outside of the organization. To determine this, he wanted to understand if discrimination had in fact occurred and analyzed the following factors between male and female job-holders: beginning salary, time at current job, education and experience.
SDG Topics: Gender Equality / Reduced Inequalities / Peace, Justice & Strong Institutions.

In 1992, the Federal Reserve released a study of mortgage lending patterns in Boston. It concluded that even when credit factors were taken into account, black and Hispanic applicants experienced higher rejection rates. Richard Pollard, chairman of BayBank Boston, had to decide how to respond. Teaching Purpose: Presents students with the challenge of responding constructively to social criticism. They must evaluate the charges and recommend a course of action that reflects ethical considerations, political realities, BayBank's business strategy, and the role of the industry association.
SDG Topics: Gender Equality / Reduced Inequalities / Peace, Justice & Strong Institutions.

This article introduces an eco-systemic framework to foster innovation for business sustainability. We emphasize the idea of systemic thinking in which the business operates as a system similar to a living organism. In this framework, businesses impact the environment in which they operate in a fluid, dynamic, and interdependent way. This approach contrasts with the linear approach commonly used in business and other disciplines, which tries to explain what might cause an action or reaction but ignores any feedback effect between the subsequent action and its cause. This article offers practical solutions and guidance for business leaders to incorporate complexity science into creating sustainable businesses.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Climate Action / Life Below Water / Life On Land.

This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy.
SDG Topics: Responsible Consumption & Production / Climate Action.

Three months into his first job as an IT consultant, newly minted MBA Phil Lee was wondering whether he had made a horrible mistake. Initially, he had been thrilled with his employer, Orion Information Technology Consulting, and the prospects for his professional future. He had specifically requested to work on projects in emerging markets, and his bosses had responded by flying him halfway around the world to New Delhi to meet with the head of procurement of a luxury property developer, Kirat Housing Development Society (KHDS). Lee thought the reason for the meeting was slightly unusual: Orion was planning to make a bid to supply building management software for KHDS's newest luxury tower, and this meeting would be the "pre-bid" negotiation. Lee wasn't totally sure what they'd even be discussing, as the tender already provided full details on exactly what modules would be required and even included specific penalty clauses for delays. The meeting at KHDS seemed ordinary at first, but quickly took a turn when the assistant to the head of procurement explained that Orion would win the bid if it offered him a $200,000 contract as an "independent consultant." Lee was stunned. To make matters worse, when he returned to his hotel room he found a gift waiting for him: an expensive-looking diamond pendant. On his sleepless flight home, Lee's mind raced. Had his bosses known this would happen? Were bribes standard operating procedure? Now that he'd accepted a gift, was he complicit in wrongdoing? Lee didn't want to get fired, but he wasn't sure he could go along with this.
SDG Topics: Reduced Inequalities / Peace, Justice & Strong Institutions.

Pentobarbital, a product owned by Danish pharmaceutical company Lundbeck, was used in 2010 by US prisons to execute prisoners sentenced to death. The product was licensed for treatment of epilepsy and as an anaesthetic. Its use to induce intentional death was unauthorised and unintended by Lundbeck. The case revolves around this issue and takes students through a series of situations based on Lundbeck’s handling of the issue and the evolution of stakeholder reactions.
SDG Topics: Good Health & Wellbeing / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Peace, Justice & Strong Institutions.

In the early months of 2014, the Copenhagen Zoo found itself at the centre of a media storm. The Zoo had not been prepared for the massive reaction from the Danish and international community to the culling of a young giraffe, Marius. Two issues were at the centre of the debate: Firstly, why did the Copenhagen Zoo feel that they had to put down a perfectly healthy young giraffe, and secondly, why did they choose to do a public autopsy allowing young children to watch?
SDG Topics: Life On Land / Peace, Justice & Strong Institutions.

IKEA is the world’s largest furniture retailer, founded in 1943 in Sweden. UNICEF is the leading international agency, working in 190 countries and territories to advance the rights of children. Together, IKEA and UNICEF created a partnership aimed at the prevention and reduction of the exploitation of children working in Northern India, in particular in the carpet belt of Uttar Pradesh. The partnership represents a prime example of a public-private partnership for development, contributing to the achievement of one of the Millennium Development Goals: Child health (MDG 4). The partnership does not aim merely to combat child labor but tackles the root causes of the vicious cycle by addressing, among others, the role of women in the development process of communities in India. 
SDG Topics: Good Health & Wellbeing / Decent Work & Economic Growth / Reduced Inequalities / Responsible Consumption & Production / Partnerships for the Goals.

Noel Biderman was the president of Avid Life Media, a profitable Canadian growth company whose main businesses were various online social networks for groups seeking sexual partners and romance. Biderman was seeking to raise $60 million via a private placement offering to acquire a privately held online advertising sales company, merge the companies, and take the new and improved entity to the TSX Venture Exchange or the Toronto Stock Exchange. The Avid Life offering represented a legal and potentially lucrative investment. Nevertheless, only one investment bank (GMP Capital) was willing to help Biderman raise capital — because among the various social networks Avid Life owned the notorious Ashley Madison online community for married people seeking to commit adultery. GMP’s relationship was short-lived; after media coverage of the Avid Life offering started to focus on the bank’s willingness to service Biderman’s company, GMP withdrew its support. Possibly it was the bank’s desire to avoid being linked to someone known, rightly or wrongly, as the king of infidelity, that led to GMP’s withdrawn support, leaving Biderman unable to take a potentially lucrative investment opportunity to market.
SDG Topics: Responsible Consumption & Production / Peace, Justice & Strong Institutions.

This case deals with the somewhat tumultuous executive leadership changes at British Petroleum (BP) over the past decade from 2005 to 2014 in the wake of two dramatic incidents: the Texas City refinery explosion in 2005 and the explosion of the oil rig Deepwater Horizon in the Mexican Gulf in 2010. It explores the intricacies of corporate management, offering a realistic overview of the complexities that often surround leadership approaches and executive decisions.
SDG Topics: Affordable & Clean Energy / Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions.

Cooperation with local partners has, for more than 60 years, been Arla Foods’ strategy in Latin America and the Caribbean (LATAM). However, in 2013 Arla Foods decided to open an office in Mexico City to develop a stronger presence in the region. In addition, a shared ownership in Brazil with Vigor Alimentos SA, was announced in September of 2014. What strategy should now be implemented in LATAM? And can low-income consumers be targeted with premium products? This case is part of the CBS free case collection.
SDG Topics: Zero Hunger / Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions.

De Beers, a sophisticated, international mining company, operated the Victor Mine, an open pit diamond mine in Canada, located within traditional territory claimed by the Attawapiskat First Nation. To develop the mine, De Beers had to follow provincial and federal legislation, meet environmental standards, and most importantly, negotiate use of the land with the First Nation. Although the mine was successful, the First Nation community was suffering with health, education, and housing issues; rampant unemployment; and a remarkably high rate of suicide among its youth. In frustration, the First Nation set up road blockades to stop work at the mine. De Beers now wanted to extend their mining operation by using a mine extension, but to do that, they had to seek further agreement from the Attawapiskat. Did the history of First Nations in Canada affect their relationship with De Beers? Were the stakeholders meeting their responsibilities? What lessons could be applied to negotiations for future developments? The case deals with the complex nature of corporate social responsibility and is written for a graduate course in strategy, organizational behaviour, sustainable development, or ethics.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Peace, Justice and Strong Institutions / Partnerships for the Goals.

This fictional case enables students to apply their quantitative analytical skills by inviting them to act as external consultants to the airline, Air Nordic, which is considering investing in winglet technology or a carbon offsetting programme. Using the industry data provided, the class can analyse the merits of carbon offsetting, winglets, or maintaining the status quo.
SDG Topics: Industry, Innovation & Infrastructure / Climate Action.

This case examines the history of the Lac Seul First Nation from first contact with Europeans through treaty negotiations with the Canadian government, timber trespasses by unscrupulous loggers, flooding by Ontario’s hydroelectric provider, and development of mineral resources in Lac Seul traditional territory. The case provides details of settlements of past logging and flooding claims, and agreements with mining companies. The band’s chief and council are faced with the challenge of determining the direction for economic development of the band and the use of resources from the settlements and agreements to improve the community’s socioeconomic environment. The case is designed for a graduate course in strategy, organizational behaviour, ethics, or corporate social responsibility.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Peace, Justice and Strong Institutions / Partnerships for the Goals.

The case takes place in Peru in the aftermath of the worst mercury spill in history, by a transportation contractor for Newmont Mining Corporation. BHP Billiton, which has no connection to Newmont but is affected by increased hostility toward mining companies, enters into an agreement with Oxfam to conduct training on sustainability and “the impacts of large-scale infrastructure projects on communities.” Executives from the company’s various international business units are selected to participate in the program, to be held each year in Orissa, India. One of the first managers selected to attend the program is the general manager for BHP Billiton’s Tintaya copper mine in Peru. The case discusses the process, objectives, and outcome of the resulting dialogue between BHP Billiton and local indigenous residents.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Responsible Consumption & Production / Peace, Justice and Strong Institutions / Partnerships for the Goals.

Mondragon Corp. Cooperativa (MCC) is a conglomerate of more than 100 cooperatives in Basque Country, Spain. From 1996, MCC has pursued an internationalization strategy. As the company goes global, MCC's business model, based on trust and social involvement, seems to be threatened. Can MCC effectively become a global player while being truthful to the principles on which its past successes have been built?
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Peace, Justice & Strong Institutions / Partnerships for the Goals.

In response to a recommendation at a government-sponsored power forum, Delhi’s aging and inefficient Rajghat Power House (RPH) was scheduled to close its doors. The coal-based plant had reached the end of its 25-year useful life, and its outdated equipment spewed toxins into Delhi’s air and water on a daily basis. Environmentalist bodies and power-distributing units in Delhi had made similar recommendations for the RPH’s closure over the years, and while the government had gone so far as to approve some of those plans, nothing had ever come of them. With the arrival of the forum’s recommended date of October 2015 for the plant’s closure, Delhi’s government officials faced a difficult decision. Should they ignore the environmental degradation to achieve a high growth rate in the short run, or should they protect the environment to achieve a sustainable growth rate in the long run?
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Affordable & Clean Energy / Industry, Innovation & Infrastructure / Sustainable Cities & Communities / Climate Action.

How can organisations drive change in a responsible manner? Doing so successfully depends on the leader’s ability to see the bigger picture and heed wakeup calls in the industry. This case focuses on the big three carmakers of Detroit, General Motors, Chrysler and Ford, plus the biggest Japanese producers, Toyota and Honda. Does being an American or a Japanese car manufacturer influence their ability to react responsibly?
SDG Topics: Industry, Innovation & Infrastructure / Sustainable Cities & Communities / Responsible Consumption & Production.

In 1995, Hiroshi Okuda, president of Toyota Motor Corp., considers whether to push for a more aggressive launch of the Toyota Prius--an automobile that incorporates Toyota's new and technically advanced hybrid power train. This launch decision allows discussion of the importance of the Prius in Toyota's overall product strategy and explores issues ranging from market structure to competitive advantage and competitive dynamics. Objectives: To examine a wide range of business strategy topics involving strategy formulation, including market structure, competitive advantage, sustainability, and competitive strategy. Also, to discuss leadership and corporate environmental citizenship.
SDG Topics: Responsible Consumption & Production / Climate Action / Industry, Innovation & Infrastructure.

Arturo Zaragoza, Vestas’s chief sales officer, was relieved when the contract with Mareña Renovables was finally signed to deliver wind turbines to a wind farming project in Oaxaca, Mexico. The turbines were to be installed in the Isthmus of Tehuantepec region, but plans were put on hold when social organisations and 40 indigenous Zapotec and Huave people held rallies in front of the Danish Embassy in Mexico demanding Vestas’s exit from the region. This case explores the tools available to resolve disputes with the Huaves and Zapotecas communities, in a context where the state is weak and does not take a leadership position in mega-projects. This case is part of the CBS free case collection.
SDG Topics: Affordable & Clean Energy / Decent Work & Economic Growth / Sustainable Cities & Communities / Peace, Justice & Strong Institutions / Partnerships for the Goals.

In 1992, the Federal Reserve released a study of mortgage lending patterns in Boston. It concluded that even when credit factors were taken into account, black and Hispanic applicants experienced higher rejection rates. Richard Pollard, chairman of BayBank Boston, had to decide how to respond. Teaching Purpose: Presents students with the challenge of responding constructively to social criticism. They must evaluate the charges and recommend a course of action that reflects ethical considerations, political realities, BayBank's business strategy, and the role of the industry association.
SDG Topics: Gender Equality / Reduced Inequalities / Peace, Justice & Strong Institutions.

Sarah is a director of a Real Estate Investment Trust whose CEO has expressed his admiration of her intellect and drive for information, but board meetings have become tense recently, and the CEO has grown distant. In Sarah's opinion, the problem is obvious: Sid Yerby, the CFO. Despite Sarah's repeated requests for comprehensive financial statements, he continues to come to board meetings with a mere two pages of analysis that lack any explanation or footnotes. Increasingly, however, hers seems to be the minority view, and, as the only woman on the board, she is starting to feel isolated. The chairman has warned her that everyone is starting to think of her as ""pushy."" Should she quit the board? Expert commentary comes from Ilene S. Gordon, CEO and chairman, Ingredion, and Sue Decker, former president, Yahoo.
This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1410X, and commentary-only, R1410Z.
SDG Topics: Gender Equality / Peace, Justice & Strong Institutions

BRAC is the world's largest NGO and has over the past 20 years experienced tremendous rates of growth. The case looks at diversity within the organization and the aspects of management that have made the organization so successful.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division implemented an aggressive affirmative action hiring program. The program succeeded in raising the numbers of women to 50% of all employees and of African-Americans to 53% of middle managers and 25% of executives. Cityside operated a profitable business with high customer satisfaction rates that were widely perceived as a successful model of the "business case for diversity." Therefore, the bank's leadership was mystified to discover growing resentment and demoralization among its African-American employees. Under what conditions does a group's cultural diversity enhance or detract from its effectiveness?
SDG Topics: Gender Equality / Reduced Inequalities.

This article introduces an eco-systemic framework to foster innovation for business sustainability. We emphasize the idea of systemic thinking in which the business operates as a system similar to a living organism. In this framework, businesses impact the environment in which they operate in a fluid, dynamic, and interdependent way. This approach contrasts with the linear approach commonly used in business and other disciplines, which tries to explain what might cause an action or reaction but ignores any feedback effect between the subsequent action and its cause. This article offers practical solutions and guidance for business leaders to incorporate complexity science into creating sustainable businesses.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Climate Action / Life Below Water / Life On Land.

In October 2013, future prospects for TransCanada’s pipeline project were uncertain, as the company had to find ways to establish and manage relationships with Aboriginal communities along the proposed Energy East pipeline in Canada, particularly in the province of New Brunswick. Following Supreme Court rulings that reinforced the "duty to consult and accommodate," Aboriginals came to have a powerful voice in the development of energy infrastructure, creating new requirements for companies wishing to expand into areas subject to Aboriginal title and treaty claims. The case is intended for inclusion in an MBA program and undergraduate strategy courses that include stakeholder management, Aboriginal relations, or energy and infrastructure topics.
SDG Topics: Responsible Consumption & Production / Peace, Justice and Strong Institutions / Partnerships for the Goals.

Arturo Zaragoza, Vestas’s chief sales officer, was relieved when the contract with Mareña Renovables was finally signed to deliver wind turbines to a wind farming project in Oaxaca, Mexico. The turbines were to be installed in the Isthmus of Tehuantepec region, but plans were put on hold when social organisations and 40 indigenous Zapotec and Huave people held rallies in front of the Danish Embassy in Mexico demanding Vestas’s exit from the region. This case explores the tools available to resolve disputes with the Huaves and Zapotecas communities, in a context where the state is weak and does not take a leadership position in mega-projects. This case is part of the CBS free case collection.
SDG Topics: Affordable & Clean Energy / Decent Work & Economic Growth / Sustainable Cities & Communities / Peace, Justice & Strong Institutions / Partnerships for the Goals.

In March 2013, the chief executive development officer of the Heiltsuk Economic Development Corporation (HEDC) was preparing a report on the findings and recommendations of the organization’s seven-year history. The HEDC, the economic development arm of the Heiltsuk Nation, was not meeting its goals. The HEDC structure was based on the theory that economic development success in Aboriginal communities required a separation of business from political influence. Unfortunately, the HEDC had yielded little economic success to date. Further, it was not clear whether it had effectively brought about the desired separation of economics from politics. Similar concerns were expressed by the chief councilor of the Heiltsuk Tribal Council, the political governance structure responsible for administering, governing, and setting policy for the Heiltsuk Nation. There was hope that the report would bring clarity to what had gone wrong in the development process under the HEDC. Was the governance structure appropriate for the task the HEDC was supposed to fulfill, or were the roles and responsibilities not clearly defined? What was causing the myriad of communication issues? What should be done?
SDG Topics: No Poverty / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Sustainable Cities & Communities.

The case takes place in Peru in the aftermath of the worst mercury spill in history, by a transportation contractor for Newmont Mining Corporation. BHP Billiton, which has no connection to Newmont but is affected by increased hostility toward mining companies, enters into an agreement with Oxfam to conduct training on sustainability and “the impacts of large-scale infrastructure projects on communities.” Executives from the company’s various international business units are selected to participate in the program, to be held each year in Orissa, India. One of the first managers selected to attend the program is the general manager for BHP Billiton’s Tintaya copper mine in Peru. The case discusses the process, objectives, and outcome of the resulting dialogue between BHP Billiton and local indigenous residents.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Responsible Consumption & Production / Peace, Justice and Strong Institutions / Partnerships for the Goals.

This case examines the history of the Lac Seul First Nation from first contact with Europeans through treaty negotiations with the Canadian government, timber trespasses by unscrupulous loggers, flooding by Ontario’s hydroelectric provider, and development of mineral resources in Lac Seul traditional territory. The case provides details of settlements of past logging and flooding claims, and agreements with mining companies. The band’s chief and council are faced with the challenge of determining the direction for economic development of the band and the use of resources from the settlements and agreements to improve the community’s socioeconomic environment. The case is designed for a graduate course in strategy, organizational behaviour, ethics, or corporate social responsibility.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Peace, Justice and Strong Institutions / Partnerships for the Goals.

This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy.
SDG Topics: Responsible Consumption & Production / Climate Action.

Three months into his first job as an IT consultant, newly minted MBA Phil Lee was wondering whether he had made a horrible mistake. Initially, he had been thrilled with his employer, Orion Information Technology Consulting, and the prospects for his professional future. He had specifically requested to work on projects in emerging markets, and his bosses had responded by flying him halfway around the world to New Delhi to meet with the head of procurement of a luxury property developer, Kirat Housing Development Society (KHDS). Lee thought the reason for the meeting was slightly unusual: Orion was planning to make a bid to supply building management software for KHDS's newest luxury tower, and this meeting would be the "pre-bid" negotiation. Lee wasn't totally sure what they'd even be discussing, as the tender already provided full details on exactly what modules would be required and even included specific penalty clauses for delays. The meeting at KHDS seemed ordinary at first, but quickly took a turn when the assistant to the head of procurement explained that Orion would win the bid if it offered him a $200,000 contract as an "independent consultant." Lee was stunned. To make matters worse, when he returned to his hotel room he found a gift waiting for him: an expensive-looking diamond pendant. On his sleepless flight home, Lee's mind raced. Had his bosses known this would happen? Were bribes standard operating procedure? Now that he'd accepted a gift, was he complicit in wrongdoing? Lee didn't want to get fired, but he wasn't sure he could go along with this.
SDG Topics: Reduced Inequalities / Peace, Justice & Strong Institutions.

This case describes two diverging post-acquisition experiences of KazOil, an oil drilling company in Kazakhstan, in the years after the dissolution of the Soviet Union. When the company was bought by the Canadian corporation Hydrocarbons Ltd in 1996 it seemed to adapt more successfully than in 2005 when China Petrol acquired the assets. The case opens with a long-time employee reflecting on recent changes made by the Chinese management and wondering how he can ensure employee motivation despite the lack of corporate spirit. This case is part of the CBS free case collection.
SDG Topics: Good Health & Wellbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

The case takes place in Peru in the aftermath of the worst mercury spill in history, by a transportation contractor for Newmont Mining Corporation. BHP Billiton, which has no connection to Newmont but is affected by increased hostility toward mining companies, enters into an agreement with Oxfam to conduct training on sustainability and “the impacts of large-scale infrastructure projects on communities.” Executives from the company’s various international business units are selected to participate in the program, to be held each year in Orissa, India. One of the first managers selected to attend the program is the general manager for BHP Billiton’s Tintaya copper mine in Peru. The case discusses the process, objectives, and outcome of the resulting dialogue between BHP Billiton and local indigenous residents.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Responsible Consumption & Production / Peace, Justice and Strong Institutions / Partnerships for the Goals.

Mondragon Corp. Cooperativa (MCC) is a conglomerate of more than 100 cooperatives in Basque Country, Spain. From 1996, MCC has pursued an internationalization strategy. As the company goes global, MCC's business model, based on trust and social involvement, seems to be threatened. Can MCC effectively become a global player while being truthful to the principles on which its past successes have been built?
SDG Topics: Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Peace, Justice & Strong Institutions / Partnerships for the Goals.

How can organisations drive change in a responsible manner? Doing so successfully depends on the leader’s ability to see the bigger picture and heed wakeup calls in the industry. This case focuses on the big three carmakers of Detroit, General Motors, Chrysler and Ford, plus the biggest Japanese producers, Toyota and Honda. Does being an American or a Japanese car manufacturer influence their ability to react responsibly?
SDG Topics: Industry, Innovation & Infrastructure / Sustainable Cities & Communities / Responsible Consumption & Production.

Arturo Zaragoza, Vestas’s chief sales officer, was relieved when the contract with Mareña Renovables was finally signed to deliver wind turbines to a wind farming project in Oaxaca, Mexico. The turbines were to be installed in the Isthmus of Tehuantepec region, but plans were put on hold when social organisations and 40 indigenous Zapotec and Huave people held rallies in front of the Danish Embassy in Mexico demanding Vestas’s exit from the region. This case explores the tools available to resolve disputes with the Huaves and Zapotecas communities, in a context where the state is weak and does not take a leadership position in mega-projects. This case is part of the CBS free case collection.
SDG Topics: Affordable & Clean Energy / Decent Work & Economic Growth / Sustainable Cities & Communities / Peace, Justice & Strong Institutions / Partnerships for the Goals.

This case traces the development of genetically-modified (GM) foods in the United States and in Europe. The US had from the start a commanding lead in GM food developmentand a correspondingly large stake in global acceptance of GM seeds and foods. The case describes evolving and contrasting US and European consumer attitudes toward GM foods, a general acceptance in the US, versus a worried rejection in Europe. The case discusses how US government and corporate leaders were convinced at first that Europe was indulging in protectionist activity, but came over time to understand that the European reaction was mostly consumer-driven and derived from citizens' suspicion of government's ability to understand and regulate scientific discoveries sufficiently to protect public health. Still, US food corporations were alarmed when in 2002 Zambia refused to accept desperately-needed US food aid on the grounds that US-made GM products might preclude Zambia selling its own produce to Europe.
SDG Topics: Zero Hunger / Good Health & Wellbeing / Partnerships for the Goals.

This article introduces an eco-systemic framework to foster innovation for business sustainability. We emphasize the idea of systemic thinking in which the business operates as a system similar to a living organism. In this framework, businesses impact the environment in which they operate in a fluid, dynamic, and interdependent way. This approach contrasts with the linear approach commonly used in business and other disciplines, which tries to explain what might cause an action or reaction but ignores any feedback effect between the subsequent action and its cause. This article offers practical solutions and guidance for business leaders to incorporate complexity science into creating sustainable businesses.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Climate Action / Life Below Water / Life On Land.

Sarah is a director of a Real Estate Investment Trust whose CEO has expressed his admiration of her intellect and drive for information, but board meetings have become tense recently, and the CEO has grown distant. In Sarah's opinion, the problem is obvious: Sid Yerby, the CFO. Despite Sarah's repeated requests for comprehensive financial statements, he continues to come to board meetings with a mere two pages of analysis that lack any explanation or footnotes. Increasingly, however, hers seems to be the minority view, and, as the only woman on the board, she is starting to feel isolated. The chairman has warned her that everyone is starting to think of her as ""pushy."" Should she quit the board? Expert commentary comes from Ilene S. Gordon, CEO and chairman, Ingredion, and Sue Decker, former president, Yahoo.
This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1410X, and commentary-only, R1410Z.
SDG Topics: Gender Equality / Peace, Justice & Strong Institutions

Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division implemented an aggressive affirmative action hiring program. The program succeeded in raising the numbers of women to 50% of all employees and of African-Americans to 53% of middle managers and 25% of executives. Cityside operated a profitable business with high customer satisfaction rates that were widely perceived as a successful model of the "business case for diversity." Therefore, the bank's leadership was mystified to discover growing resentment and demoralization among its African-American employees. Under what conditions does a group's cultural diversity enhance or detract from its effectiveness?
SDG Topics: Gender Equality / Reduced Inequalities.

In 1995, Hiroshi Okuda, president of Toyota Motor Corp., considers whether to push for a more aggressive launch of the Toyota Prius--an automobile that incorporates Toyota's new and technically advanced hybrid power train. This launch decision allows discussion of the importance of the Prius in Toyota's overall product strategy and explores issues ranging from market structure to competitive advantage and competitive dynamics. Objectives: To examine a wide range of business strategy topics involving strategy formulation, including market structure, competitive advantage, sustainability, and competitive strategy. Also, to discuss leadership and corporate environmental citizenship.
SDG Topics: Responsible Consumption & Production / Climate Action / Industry, Innovation & Infrastructure.

In 2012, the viral campaign ‘KONY 2012’ made media history. The 30-minutes video advertising the capture and prosecution of the infamous Ugandan warlord Joseph Kony became the most popular video on YouTube ever. However, the film crew were accused of oversimplifying the complex conflicts in Central Africa, of drawing on emotions rather than on facts and of manipulating the audience. The campaign was supposed to culminate on 20 April 2012 with supporters taking to the streets to demonstrate and put pressure on the US government to intervene in Uganda, but this was largely a failure. The case is generally suitable for classes with a high level of student involvement and reflectivity, for example in marketing, media or leadership.
SDG Topics: Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions.

How can organisations drive change in a responsible manner? Doing so successfully depends on the leader’s ability to see the bigger picture and heed wakeup calls in the industry. This case focuses on the big three carmakers of Detroit, General Motors, Chrysler and Ford, plus the biggest Japanese producers, Toyota and Honda. Does being an American or a Japanese car manufacturer influence their ability to react responsibly?
SDG Topics: Industry, Innovation & Infrastructure / Sustainable Cities & Communities / Responsible Consumption & Production.

The purpose of this case is to create awareness of a somewhat unfamiliar industry that accounts for over €3 billion in Scandinavia and £5.6 billion in the UK: the metals recycling industry. The case features a Scandinavian company and includes several perspectives from managerial disciplines such as general management and operations management in particular. This commodity processing and trading company is facing several challenges as it seeks to turn its losses into profit in a highly volatile commodity trading market.
SDG Topics: Industry, Innovation & Infrastructure / Sustainable Cities & Communities / Responsible Consumption & Production.

The vice-president of the Bank of London was stunned to hear that the union representing clerical workers was initiating a complaint of gender discrimination in starting salaries. The vice-president had believed the Bank of London was actively promoting diversity and inclusion as a natural part of its culture; additionally, the senior leadership team understood how vital diversity and inclusion were to organizational effectiveness and growth. The vice-president was wondering what the accusation of discrimination was costing the Bank of London, and how to manage perceptions both inside and outside of the organization. To determine this, he wanted to understand if discrimination had in fact occurred and analyzed the following factors between male and female job-holders: beginning salary, time at current job, education and experience.
SDG Topics: Gender Equality / Reduced Inequalities / Peace, Justice & Strong Institutions.

"In February, 2004, the general manager of the Mann Deshi Mahila Sahakari Bank failed to show up for work several days in a row. His absence followed a meeting of the full staff of the bank with the chair of the board, Chetna Sinha, in which tensions between the male and female staff were aired. This case raises a number of general management questions: What particular difficulties does a woman face in founding and growing a development organization? How can such an organization attract the appropriate talent, especially in a labor market where gender is a significant factor? How do founders of organizations delegate responsibility for the running of an organization once it is established? It also raises specific questions related to microfinance."
SDG Topics: Gender Equality / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy.
SDG Topics: Responsible Consumption & Production / Climate Action.

Tela, a Lima-based company that uses local, sustainable materials to make fashionable ponchos, has a formidable competitor--a large U.S. firm with a globally recognized brand that markets its ponchos as "of Peruvian design" (although they are made in Bangladesh). Alejandra Chirinos, Tela's founder, has gathered her team to decide how Tela can best position itself against the U.S. company. She believes in Tela's social mission of employing and teaching weaving skills to underprivileged women, but her competitor has a simpler story to tell: Like TOMS with shoes and Warby Parker with glasses, it has a "buy one, give one" model whereby purchases support donations to people in need. In this context, can Tela successfully market its social mission? Or should it emphasize the authenticity of its products or its lower prices? Mark Rampolla (founder and former CEO of Zico coconut water) and Tomas Pando (cofounder and president of the Argentine footwear company Paez) offer expert commentary on Chirinos's dilemma. This HBR Case Study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study-only, reprint R1610X, and commentary-only, R1610Z.
SDG Topics: No Poverty / Gender Equality / Decent Work & Economic Growth / Sustainable Cities & Communities / Responsible Consumption & Production.

In 2012, the viral campaign ‘KONY 2012’ made media history. The 30-minutes video advertising the capture and prosecution of the infamous Ugandan warlord Joseph Kony became the most popular video on YouTube ever. However, the film crew were accused of oversimplifying the complex conflicts in Central Africa, of drawing on emotions rather than on facts and of manipulating the audience. The campaign was supposed to culminate on 20 April 2012 with supporters taking to the streets to demonstrate and put pressure on the US government to intervene in Uganda, but this was largely a failure. The case is generally suitable for classes with a high level of student involvement and reflectivity, for example in marketing, media or leadership.
SDG Topics: Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions.

In 1995, Hiroshi Okuda, president of Toyota Motor Corp., considers whether to push for a more aggressive launch of the Toyota Prius--an automobile that incorporates Toyota's new and technically advanced hybrid power train. This launch decision allows discussion of the importance of the Prius in Toyota's overall product strategy and explores issues ranging from market structure to competitive advantage and competitive dynamics. Objectives: To examine a wide range of business strategy topics involving strategy formulation, including market structure, competitive advantage, sustainability, and competitive strategy. Also, to discuss leadership and corporate environmental citizenship.
SDG Topics: Responsible Consumption & Production / Climate Action / Industry, Innovation & Infrastructure.

This case describes two diverging post-acquisition experiences of KazOil, an oil drilling company in Kazakhstan, in the years after the dissolution of the Soviet Union. When the company was bought by the Canadian corporation Hydrocarbons Ltd in 1996 it seemed to adapt more successfully than in 2005 when China Petrol acquired the assets. The case opens with a long-time employee reflecting on recent changes made by the Chinese management and wondering how he can ensure employee motivation despite the lack of corporate spirit. This case is part of the CBS free case collection.
SDG Topics: Good Health & Wellbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

This case deals with the somewhat tumultuous executive leadership changes at British Petroleum (BP) over the past decade from 2005 to 2014 in the wake of two dramatic incidents: the Texas City refinery explosion in 2005 and the explosion of the oil rig Deepwater Horizon in the Mexican Gulf in 2010. It explores the intricacies of corporate management, offering a realistic overview of the complexities that often surround leadership approaches and executive decisions.
SDG Topics: Affordable & Clean Energy / Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions.

Umpqua Bank is an Oregon-based business that is attempting to revolutionize the banking industry with a creatively nontraditional culture and a radically retail mindset (stores not branches), supported by an highly innovative environmental design. Umpqua has grown rapidly and faces critical issues, including: (1) How can an organization strengthen and maintain its culture while undergoing rapid growth by merger and acquisition? Specifically, how can this service organization, a quirky bank with a distinctive culture, incorporate and retrain hundreds of new employees from traditional banks? And (2) What role does the design of the total environment (experience design) play in nurturing and maintaining an organization's culture and its brand expression, and how much should it invest in this form of brand expression? Presents two examples and asks how this bank should deal with the issue of cost vs. value of design in each of them.
SDG Topics: Industry, Innovation & Infrastructure.

This article introduces an eco-systemic framework to foster innovation for business sustainability. We emphasize the idea of systemic thinking in which the business operates as a system similar to a living organism. In this framework, businesses impact the environment in which they operate in a fluid, dynamic, and interdependent way. This approach contrasts with the linear approach commonly used in business and other disciplines, which tries to explain what might cause an action or reaction but ignores any feedback effect between the subsequent action and its cause. This article offers practical solutions and guidance for business leaders to incorporate complexity science into creating sustainable businesses.
SDG Topics: Good Health & Wellbeing / Clean Water & Sanitation / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Responsible Consumption & Production / Climate Action / Life Below Water / Life On Land.

Three months into his first job as an IT consultant, newly minted MBA Phil Lee was wondering whether he had made a horrible mistake. Initially, he had been thrilled with his employer, Orion Information Technology Consulting, and the prospects for his professional future. He had specifically requested to work on projects in emerging markets, and his bosses had responded by flying him halfway around the world to New Delhi to meet with the head of procurement of a luxury property developer, Kirat Housing Development Society (KHDS). Lee thought the reason for the meeting was slightly unusual: Orion was planning to make a bid to supply building management software for KHDS's newest luxury tower, and this meeting would be the "pre-bid" negotiation. Lee wasn't totally sure what they'd even be discussing, as the tender already provided full details on exactly what modules would be required and even included specific penalty clauses for delays. The meeting at KHDS seemed ordinary at first, but quickly took a turn when the assistant to the head of procurement explained that Orion would win the bid if it offered him a $200,000 contract as an "independent consultant." Lee was stunned. To make matters worse, when he returned to his hotel room he found a gift waiting for him: an expensive-looking diamond pendant. On his sleepless flight home, Lee's mind raced. Had his bosses known this would happen? Were bribes standard operating procedure? Now that he'd accepted a gift, was he complicit in wrongdoing? Lee didn't want to get fired, but he wasn't sure he could go along with this.
SDG Topics: Reduced Inequalities / Peace, Justice & Strong Institutions.

This case examines the history of the Lac Seul First Nation from first contact with Europeans through treaty negotiations with the Canadian government, timber trespasses by unscrupulous loggers, flooding by Ontario’s hydroelectric provider, and development of mineral resources in Lac Seul traditional territory. The case provides details of settlements of past logging and flooding claims, and agreements with mining companies. The band’s chief and council are faced with the challenge of determining the direction for economic development of the band and the use of resources from the settlements and agreements to improve the community’s socioeconomic environment. The case is designed for a graduate course in strategy, organizational behaviour, ethics, or corporate social responsibility.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Peace, Justice and Strong Institutions / Partnerships for the Goals.

This case describes two diverging post-acquisition experiences of KazOil, an oil drilling company in Kazakhstan, in the years after the dissolution of the Soviet Union. When the company was bought by the Canadian corporation Hydrocarbons Ltd in 1996 it seemed to adapt more successfully than in 2005 when China Petrol acquired the assets. The case opens with a long-time employee reflecting on recent changes made by the Chinese management and wondering how he can ensure employee motivation despite the lack of corporate spirit. This case is part of the CBS free case collection.
SDG Topics: Good Health & Wellbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

Sarah is a director of a Real Estate Investment Trust whose CEO has expressed his admiration of her intellect and drive for information, but board meetings have become tense recently, and the CEO has grown distant. In Sarah's opinion, the problem is obvious: Sid Yerby, the CFO. Despite Sarah's repeated requests for comprehensive financial statements, he continues to come to board meetings with a mere two pages of analysis that lack any explanation or footnotes. Increasingly, however, hers seems to be the minority view, and, as the only woman on the board, she is starting to feel isolated. The chairman has warned her that everyone is starting to think of her as ""pushy."" Should she quit the board? Expert commentary comes from Ilene S. Gordon, CEO and chairman, Ingredion, and Sue Decker, former president, Yahoo.
This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint is also available in two other versions: case study-only, reprint R1410X, and commentary-only, R1410Z.
SDG Topics: Gender Equality / Peace, Justice & Strong Institutions

Noel Biderman was the president of Avid Life Media, a profitable Canadian growth company whose main businesses were various online social networks for groups seeking sexual partners and romance. Biderman was seeking to raise $60 million via a private placement offering to acquire a privately held online advertising sales company, merge the companies, and take the new and improved entity to the TSX Venture Exchange or the Toronto Stock Exchange. The Avid Life offering represented a legal and potentially lucrative investment. Nevertheless, only one investment bank (GMP Capital) was willing to help Biderman raise capital — because among the various social networks Avid Life owned the notorious Ashley Madison online community for married people seeking to commit adultery. GMP’s relationship was short-lived; after media coverage of the Avid Life offering started to focus on the bank’s willingness to service Biderman’s company, GMP withdrew its support. Possibly it was the bank’s desire to avoid being linked to someone known, rightly or wrongly, as the king of infidelity, that led to GMP’s withdrawn support, leaving Biderman unable to take a potentially lucrative investment opportunity to market.
SDG Topics: Responsible Consumption & Production / Peace, Justice & Strong Institutions.

The vice-president of the Bank of London was stunned to hear that the union representing clerical workers was initiating a complaint of gender discrimination in starting salaries. The vice-president had believed the Bank of London was actively promoting diversity and inclusion as a natural part of its culture; additionally, the senior leadership team understood how vital diversity and inclusion were to organizational effectiveness and growth. The vice-president was wondering what the accusation of discrimination was costing the Bank of London, and how to manage perceptions both inside and outside of the organization. To determine this, he wanted to understand if discrimination had in fact occurred and analyzed the following factors between male and female job-holders: beginning salary, time at current job, education and experience.
SDG Topics: Gender Equality / Reduced Inequalities / Peace, Justice & Strong Institutions.

Umpqua Bank is an Oregon-based business that is attempting to revolutionize the banking industry with a creatively nontraditional culture and a radically retail mindset (stores not branches), supported by an highly innovative environmental design. Umpqua has grown rapidly and faces critical issues, including: (1) How can an organization strengthen and maintain its culture while undergoing rapid growth by merger and acquisition? Specifically, how can this service organization, a quirky bank with a distinctive culture, incorporate and retrain hundreds of new employees from traditional banks? And (2) What role does the design of the total environment (experience design) play in nurturing and maintaining an organization's culture and its brand expression, and how much should it invest in this form of brand expression? Presents two examples and asks how this bank should deal with the issue of cost vs. value of design in each of them.
SDG Topics: Industry, Innovation & Infrastructure.

BRAC is the world's largest NGO and has over the past 20 years experienced tremendous rates of growth. The case looks at diversity within the organization and the aspects of management that have made the organization so successful.
SDG Topics: Gender Equality / Decent Work & Economic Growth / Reduced Inequalities.

De Beers, a sophisticated, international mining company, operated the Victor Mine, an open pit diamond mine in Canada, located within traditional territory claimed by the Attawapiskat First Nation. To develop the mine, De Beers had to follow provincial and federal legislation, meet environmental standards, and most importantly, negotiate use of the land with the First Nation. Although the mine was successful, the First Nation community was suffering with health, education, and housing issues; rampant unemployment; and a remarkably high rate of suicide among its youth. In frustration, the First Nation set up road blockades to stop work at the mine. De Beers now wanted to extend their mining operation by using a mine extension, but to do that, they had to seek further agreement from the Attawapiskat. Did the history of First Nations in Canada affect their relationship with De Beers? Were the stakeholders meeting their responsibilities? What lessons could be applied to negotiations for future developments? The case deals with the complex nature of corporate social responsibility and is written for a graduate course in strategy, organizational behaviour, sustainable development, or ethics.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Peace, Justice and Strong Institutions / Partnerships for the Goals.

In March 2013, the chief executive development officer of the Heiltsuk Economic Development Corporation (HEDC) was preparing a report on the findings and recommendations of the organization’s seven-year history. The HEDC, the economic development arm of the Heiltsuk Nation, was not meeting its goals. The HEDC structure was based on the theory that economic development success in Aboriginal communities required a separation of business from political influence. Unfortunately, the HEDC had yielded little economic success to date. Further, it was not clear whether it had effectively brought about the desired separation of economics from politics. Similar concerns were expressed by the chief councilor of the Heiltsuk Tribal Council, the political governance structure responsible for administering, governing, and setting policy for the Heiltsuk Nation. There was hope that the report would bring clarity to what had gone wrong in the development process under the HEDC. Was the governance structure appropriate for the task the HEDC was supposed to fulfill, or were the roles and responsibilities not clearly defined? What was causing the myriad of communication issues? What should be done?
SDG Topics: No Poverty / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Sustainable Cities & Communities.

Deloitte & Touche discovered it was losing talented women and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis and now had to consider the results and develop a change plan. Teaching Purpose: Defining a plan of action to change organizational culture.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different needs and aspirations, and the firm's global offices had not yet embraced this U.S. initiative.
SDG Topics: Gender Equality / Industry, Innovation & Infrastructure.

Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division implemented an aggressive affirmative action hiring program. The program succeeded in raising the numbers of women to 50% of all employees and of African-Americans to 53% of middle managers and 25% of executives. Cityside operated a profitable business with high customer satisfaction rates that were widely perceived as a successful model of the "business case for diversity." Therefore, the bank's leadership was mystified to discover growing resentment and demoralization among its African-American employees. Under what conditions does a group's cultural diversity enhance or detract from its effectiveness?
SDG Topics: Gender Equality / Reduced Inequalities.

Three months into his first job as an IT consultant, newly minted MBA Phil Lee was wondering whether he had made a horrible mistake. Initially, he had been thrilled with his employer, Orion Information Technology Consulting, and the prospects for his professional future. He had specifically requested to work on projects in emerging markets, and his bosses had responded by flying him halfway around the world to New Delhi to meet with the head of procurement of a luxury property developer, Kirat Housing Development Society (KHDS). Lee thought the reason for the meeting was slightly unusual: Orion was planning to make a bid to supply building management software for KHDS's newest luxury tower, and this meeting would be the "pre-bid" negotiation. Lee wasn't totally sure what they'd even be discussing, as the tender already provided full details on exactly what modules would be required and even included specific penalty clauses for delays. The meeting at KHDS seemed ordinary at first, but quickly took a turn when the assistant to the head of procurement explained that Orion would win the bid if it offered him a $200,000 contract as an "independent consultant." Lee was stunned. To make matters worse, when he returned to his hotel room he found a gift waiting for him: an expensive-looking diamond pendant. On his sleepless flight home, Lee's mind raced. Had his bosses known this would happen? Were bribes standard operating procedure? Now that he'd accepted a gift, was he complicit in wrongdoing? Lee didn't want to get fired, but he wasn't sure he could go along with this.
SDG Topics: Reduced Inequalities / Peace, Justice & Strong Institutions.

Noel Biderman was the president of Avid Life Media, a profitable Canadian growth company whose main businesses were various online social networks for groups seeking sexual partners and romance. Biderman was seeking to raise $60 million via a private placement offering to acquire a privately held online advertising sales company, merge the companies, and take the new and improved entity to the TSX Venture Exchange or the Toronto Stock Exchange. The Avid Life offering represented a legal and potentially lucrative investment. Nevertheless, only one investment bank (GMP Capital) was willing to help Biderman raise capital — because among the various social networks Avid Life owned the notorious Ashley Madison online community for married people seeking to commit adultery. GMP’s relationship was short-lived; after media coverage of the Avid Life offering started to focus on the bank’s willingness to service Biderman’s company, GMP withdrew its support. Possibly it was the bank’s desire to avoid being linked to someone known, rightly or wrongly, as the king of infidelity, that led to GMP’s withdrawn support, leaving Biderman unable to take a potentially lucrative investment opportunity to market.
SDG Topics: Responsible Consumption & Production / Peace, Justice & Strong Institutions.

This case deals with the somewhat tumultuous executive leadership changes at British Petroleum (BP) over the past decade from 2005 to 2014 in the wake of two dramatic incidents: the Texas City refinery explosion in 2005 and the explosion of the oil rig Deepwater Horizon in the Mexican Gulf in 2010. It explores the intricacies of corporate management, offering a realistic overview of the complexities that often surround leadership approaches and executive decisions.
SDG Topics: Affordable & Clean Energy / Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions.

In March 2013, the chief executive development officer of the Heiltsuk Economic Development Corporation (HEDC) was preparing a report on the findings and recommendations of the organization’s seven-year history. The HEDC, the economic development arm of the Heiltsuk Nation, was not meeting its goals. The HEDC structure was based on the theory that economic development success in Aboriginal communities required a separation of business from political influence. Unfortunately, the HEDC had yielded little economic success to date. Further, it was not clear whether it had effectively brought about the desired separation of economics from politics. Similar concerns were expressed by the chief councilor of the Heiltsuk Tribal Council, the political governance structure responsible for administering, governing, and setting policy for the Heiltsuk Nation. There was hope that the report would bring clarity to what had gone wrong in the development process under the HEDC. Was the governance structure appropriate for the task the HEDC was supposed to fulfill, or were the roles and responsibilities not clearly defined? What was causing the myriad of communication issues? What should be done?
SDG Topics: No Poverty / Decent Work & Economic Growth / Industry, Innovation & Infrastructure / Reduced Inequalities / Sustainable Cities & Communities.

"In February, 2004, the general manager of the Mann Deshi Mahila Sahakari Bank failed to show up for work several days in a row. His absence followed a meeting of the full staff of the bank with the chair of the board, Chetna Sinha, in which tensions between the male and female staff were aired. This case raises a number of general management questions: What particular difficulties does a woman face in founding and growing a development organization? How can such an organization attract the appropriate talent, especially in a labor market where gender is a significant factor? How do founders of organizations delegate responsibility for the running of an organization once it is established? It also raises specific questions related to microfinance."
SDG Topics: Gender Equality / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

The tensions faced by a social venture due to its rapid growth are explored in this case. The organisation uses a comprehensive rehabilitation process to get the sick and long-term unemployed into paid employment. The reader is presented with the challenges faced by Linus Älverbrandt, one of the case authors and the initiative’s founder and executive manager. He has to decide how to handle ideological differences between the two founding partners as well as the organisation outgrowing its functional capacity.
SDG Topics: Good Health & Welbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

This case deals with the somewhat tumultuous executive leadership changes at British Petroleum (BP) over the past decade from 2005 to 2014 in the wake of two dramatic incidents: the Texas City refinery explosion in 2005 and the explosion of the oil rig Deepwater Horizon in the Mexican Gulf in 2010. It explores the intricacies of corporate management, offering a realistic overview of the complexities that often surround leadership approaches and executive decisions.
SDG Topics: Affordable & Clean Energy / Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions.

De Beers, a sophisticated, international mining company, operated the Victor Mine, an open pit diamond mine in Canada, located within traditional territory claimed by the Attawapiskat First Nation. To develop the mine, De Beers had to follow provincial and federal legislation, meet environmental standards, and most importantly, negotiate use of the land with the First Nation. Although the mine was successful, the First Nation community was suffering with health, education, and housing issues; rampant unemployment; and a remarkably high rate of suicide among its youth. In frustration, the First Nation set up road blockades to stop work at the mine. De Beers now wanted to extend their mining operation by using a mine extension, but to do that, they had to seek further agreement from the Attawapiskat. Did the history of First Nations in Canada affect their relationship with De Beers? Were the stakeholders meeting their responsibilities? What lessons could be applied to negotiations for future developments? The case deals with the complex nature of corporate social responsibility and is written for a graduate course in strategy, organizational behaviour, sustainable development, or ethics.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Peace, Justice and Strong Institutions / Partnerships for the Goals.

The case takes place in Peru in the aftermath of the worst mercury spill in history, by a transportation contractor for Newmont Mining Corporation. BHP Billiton, which has no connection to Newmont but is affected by increased hostility toward mining companies, enters into an agreement with Oxfam to conduct training on sustainability and “the impacts of large-scale infrastructure projects on communities.” Executives from the company’s various international business units are selected to participate in the program, to be held each year in Orissa, India. One of the first managers selected to attend the program is the general manager for BHP Billiton’s Tintaya copper mine in Peru. The case discusses the process, objectives, and outcome of the resulting dialogue between BHP Billiton and local indigenous residents.
SDG Topics: Decent Work & Economic Growth / Reduced Inequalities / Responsible Consumption & Production / Peace, Justice and Strong Institutions / Partnerships for the Goals.

The tensions faced by a social venture due to its rapid growth are explored in this case. The organisation uses a comprehensive rehabilitation process to get the sick and long-term unemployed into paid employment. The reader is presented with the challenges faced by Linus Älverbrandt, one of the case authors and the initiative’s founder and executive manager. He has to decide how to handle ideological differences between the two founding partners as well as the organisation outgrowing its functional capacity.
SDG Topics: Good Health & Welbeing / Decent Work & Economic Growth / Industry, Innovation & Infrastructure.

An inside-out perspective on social responsibility is analysed in this case. In 2007, the Danish police began an extensive reform programme that affected all parts of the organisation. The outcome was heavily criticised and additional funding was required to get the police force ‘back on track’. The case highlights how external factors must be acknowledged in strategic change management, particularly in highly institutional organisations such as the police.
SDG Topics: Industry, Innovation & Infrastructure / Peace, Justice & Strong Institutions.

In October 2013, future prospects for TransCanada’s pipeline project were uncertain, as the company had to find ways to establish and manage relationships with Aboriginal communities along the proposed Energy East pipeline in Canada, particularly in the province of New Brunswick. Following Supreme Court rulings that reinforced the "duty to consult and accommodate," Aboriginals came to have a powerful voice in the development of energy infrastructure, creating new requirements for companies wishing to expand into areas subject to Aboriginal title and treaty claims. The case is intended for inclusion in an MBA program and undergraduate strategy courses that include stakeholder management, Aboriginal relations, or energy and infrastructure topics.
SDG Topics: Responsible Consumption & Production / Peace, Justice and Strong Institutions / Partnerships for the Goals.

Arturo Zaragoza, Vestas’s chief sales officer, was relieved when the contract with Mareña Renovables was finally signed to deliver wind turbines to a wind farming project in Oaxaca, Mexico. The turbines were to be installed in the Isthmus of Tehuantepec region, but plans were put on hold when social organisations and 40 indigenous Zapotec and Huave people held rallies in front of the Danish Embassy in Mexico demanding Vestas’s exit from the region. This case explores the tools available to resolve disputes with the Huaves and Zapotecas communities, in a context where the state is weak and does not take a leadership position in mega-projects. This case is part of the CBS free case collection.
SDG Topics: Affordable & Clean Energy / Decent Work & Economic Growth / Sustainable Cities & Communities / Peace, Justice & Strong Institutions / Partnerships for the Goals.