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Case Study

DSM: Transforming to a sustainable business model

By Knut Bjarne Haanaes and Marc Chauvet

3 pages

May 2022

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Reference: IMD-7-2254

DSM was incorporated in the beginning of the 20th century as a mining company. With the depletion of Netherland’s coal resources, the company pivoted in the 1960s into a chemical company, producing fertilizer and plastics. By the end of the century, the company started successfully pivoting into life sciences, to support its growing focus on sustainability.

Learning Objective

Showcase how Orsted succeeded to transform into a world class sustainable energy supplier from a coal-focused energy company in only 10 years

Keywords

Transformation, Pivoting, Good Health, Well-being, Clean Water, Sanitation, Industry Infrastructure, Industry Innovation, Responsible Consumption, Responsible Production, Business Model Transformation

Settings

Europe, Netherlands
Dutch State Mines, Manufacturing, Chemicals, Materials, Metals and Mining
1900-2022

Type

Published Sources

Available Languages

English

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This case study is part of a series

DSM: Transforming to a sustainable business model
Ørsted: On the path to net zero

This case study is part of a series

DSM: Transforming to a sustainable business model
Ørsted: On the path to net zero

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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

Contact

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