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Case Study

Climate change: How fast can change happen? (Mini case)

By Knut Bjarne Haanaes and Lisa Simone Duke

3 pages

May 2020

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Reference: IMD-7-2194

This case two opposite perspectives – the glass half full that through global collaboration and belief in scientific evidence of the ozone layer, that societies, governments and businesses collaborated globally to take action to reduce it. The glass half empty view is that despite evidence little is being done to stop climate change and global collaboration seems far away as evidenced by the lack of action to keep to Paris Agreement aims.

Learning Objective

This case is part of a mini-series focused on business and society that challenges participants to consider the lessons of various events and examples and how they can apply the learning to their own context. In this case the learning objectives are: – Is it possible collaborate on climate change to avert it? – What needs to happen to encourage global collaboration?

Keywords

Business-Society Collaboration, Greenhouse Gas, Ozone Layer, Montreal Protocol, Climate Change, Business

Settings

World/global
1987

Type

Published Sources

Available Languages

English

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This case study is part of a series

Addressing the Covid-19 crisis: The CEO agenda (Mini case)
Climate change: How fast can change happen? (Mini case)
Distinguishing greening from greenwashing (Mini case)
Friedman meets Freeman – Who got it right on the future of capitalism? (Revised) (Mini Case)
From crisis to the new normal (Mini case)
Looking back from 2030: We turned the corner on climate - How did we get here? (Revised) (Mini case)

This case study is part of a series

Addressing the Covid-19 crisis: The CEO agenda (Mini case)
Climate change: How fast can change happen? (Mini case)
Distinguishing greening from greenwashing (Mini case)
Friedman meets Freeman – Who got it right on the future of capitalism? (Revised) (Mini Case)
From crisis to the new normal (Mini case)
Looking back from 2030: We turned the corner on climate - How did we get here? (Revised) (Mini case)

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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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Research Information & Knowledge Hub for additional information on IMD publications