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Case Study

Wiphold (D): Back to private... (Abridged)

By Benoit F. Leleux and Hischam El-Agamy

2 pages

July 2005

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Reference: IMD-1-0233

The D-case concludes the four-part abridged series relating WIPHOLD’s incredible story from 1994 to 2004. This short wrap-up details WIPHOLD’s delisting in April 2003, and provides an update on the founders’ activities up until the end of 2004.

Keywords

Private Equity, Economic Empowerment, Black Economic Empowerment, Post-apartheid, Social Entrepreneurship, Development Finance, Financial Services

Settings

South Africa
2002-2004

Type

Field Research

Available Languages

English

Related material

Teaching note, Video

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2005 EFMD AWARD WINNER (Managerial Issues in Transitory Economies)

This case study is part of a series

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Case reference: IMD-7-2578 ©2024

Summary

The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of business sustainability. Paul Polman was a pioneer who introduced the idea that, by addressing social and environmental problems, a company can unlock new growth opportunities. Polman launched a 10-year Sustainable Living Plan with three objectives: to enhance health and well-being, livelihoods and environmental sustainability. Alan Jope followed in Polman’s path and launched a novel plan for the new decade called The Unilever Compass, focused on sustainability. Unilever took a strategic turn during Jope’s tenure and asked the brands to use their products to solve social issues. He called this “purpose-led branding,” which confused investors. They believed social branding would take the company’s focus away from growth. Tensions were high at Unilever and resulted in a change in leadership. The company wants to focus on growth, which raises questions about the future of corporate sustainability at Unilever.

Reference IMD-7-2578

Organization Unilever

Industry Consumer Goods

Available Languages English

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