This mini case illustrates different sustainability examples and the repercussions and consequences and how these have changed over the years. It talks about the sources of corporate crises and challenges participants to consider how companies can avoid them through improving their strategies, better structures and greater preparedness.
Addressing the Covid-19 crisis: The CEO agenda (Mini case)
Summary
This mini case talks about why we should not have been surprised by the COVID pandemic as the likelihood was foreseen and awareness raised several ...
Reference
IMD-7-2193
Copyright
©2020
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IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Climate change: How fast can change happen? (Mini case)
Summary
This case two opposite perspectives – the glass half full that through global collaboration and belief in scientific evidence of the ozone layer, t...
Reference
IMD-7-2194
Copyright
©2020
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IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Distinguishing greening from greenwashing (Mini case)
Summary
This case explores the phenomenon of ‘greenwashing’ and how many companies communicate that they are serious about sustainability but how, in reali...
Reference
IMD-7-2196
Copyright
©2020
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IMD Copyright
Available Languages
English
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Friedman meets Freeman – Who got it right on the future of capitalism? (Revised) (Mini Case)
Summary
This mini case sets up a debate about capitalism. Milton Friedman, in 1970, shared his view of the social responsibility of business to be increase...
Reference
IMD-7-2197
Copyright
©2020
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IMD Copyright
Available Languages
English
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From crisis to the new normal (Mini case)
Summary
This mini case illustrates different sustainability examples and the repercussions and consequences and how these have changed over the years. It t...
Reference
IMD-7-2198
Copyright
©2020
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
Looking back from 2030: We turned the corner on climate - How did we get here? (Revised) (Mini case)
Summary
This mini case is a fictional version of the future that looks back from 2030 to how the world has tackled climate change. It is a reflective persp...
Reference
IMD-7-2195
Copyright
©2020
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
‘Defiant Optimism’ is what is needed to bring about a more sustainable, inclusive world
We need to rethink traditional models of finance if we are to achieve a sustainable and inclusive future, argues Durreen Shahnaz, founder & CEO of Impact Investment Exchange (IIX).
By
Durreen Shahnaz
Don’t ignore the S in ESG: a strong social strategy is essential
Here’s how your company can meet regulatory requirements and the expectations of sustainability indexes.
By
Luca Condosta
Rede Mulher Empreendedora: Navigating mission integrity and financial sustainability
Summary
The case focuses on Rede Mulher Empreendedora (RME), Brazil’s largest support platform for female entrepreneurship, and its founder, Ana Fontes. Founded in 2010, RME had grown into a significant network by 2023, impacting the livelihoods of over 12 million women in Brazil, a country with substantial gender disparities. The platform offers initiatives to empower women economically and provides knowledge and tailored content to help them manage their businesses and navigate Brazil’s entrepreneurial landscape. By 2023, RME was at a critical juncture. Although RME had clear objectives to empower women, there was uncertainty about how each initiative contributed to its mission. Financially, RME experienced a dramatic shift: In 2022, it raised US$6 million, but in 2023, fundraising efforts dropped to US$2.6 million – a 57% decrease. This decline exposed RME’s heavy reliance on corporate philanthropy, from organizations like Google.org, Visa and the Mapfre Foundation, which constituted 80% of its income. The remaining 20% of revenue came from projects funded by RME’s partners, which proved inadequate to sustain the organization’s ambitious goals. Besides, in 2023, the fundraising campaign fell far short of expectations. Reduced funds meant that new projects were postponed, and existing initiatives faced the threat of being scaled back. Fontes must ensure financial sustainability, identify new revenue streams and reduce dependence on philanthropy while staying true to RME´s mission. Her goal is to achieve self-sustainability while continuing to fulfill the mission. This involves analyzing whether RME should pivot to a for-profit enterprise, remain a non-profit or adopt a hybrid approach to balance its social impact with financial viability. Students must put themselves in Ana’s shoes and evaluate the potential benefits and trade-offs of these models to determine the best path forward.
Reference
IMD-7-2613
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Rede Mulher Empreendedora
Industry
Services
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Not so black and white: Grupo Inca’s black alpaca dilemma (A)
Summary
Grupo Inca, a conglomerate that owned Peru’s leading textile business with a long history of working with alpaca fleece, was at a crossroads regarding the conservation and commercialization of black alpaca fiber. Historically, black alpacas were as common as their lighter-colored counterparts, but market preferences drove them to near extinction. The Inoue brothers, fashion designers committed to social impact, expressed an interest in creating a luxury collection using rare black alpaca fiber. This presents Grupo Inca with both an opportunity and a dilemma: Should it invest in developing this niche market despite uncertainties of both supply and demand, or collaborate with local government and NGOs to ensure sustainable practices, or maintain its current direction and do nothing? This compact case explores the intricacies of actions vs. impact, ethical responsibility and long-term strategic thinking. It provides a rich context for discussing the impact of business decisions on biodiversity and sustainability, the role of corporate values in guiding strategy and the potential for innovation in sustainability. Students will explore Grupo Inca’s role in the decline of black alpacas, assess the ethical implications of the company’s actions and develop strategic recommendations through scenario planning. The accompanying teaching note also covers methods to leverage AI tools to generate ideas and explore solutions that enhance students’ learning.
Reference
IMD-7-2609
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Grupo Inca
Industry
Manufacturing, Textile
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
‘Defiant Optimism’ is what is needed to bring about a more sustainable, inclusive world
Summary
We need to rethink traditional models of finance if we are to achieve a sustainable and inclusive future, argues Durreen Shahnaz, founder & CEO of Impact Investment Exchange (IIX).
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Don’t ignore the S in ESG: a strong social strategy is essential
Summary
Here’s how your company can meet regulatory requirements and the expectations of sustainability indexes.
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Pasona: Well-being through regional revitalization
Summary
Pasona Group, a Japan-based human resources company, is committed to driving social change through business and supporting individuals to find "ikigai” (fulfillment) through work. The company has promoted flexible work and equitable workplaces and created employment opportunities for minorities. Pasona now wanted to tackle the overconcentration of population and businesses in Tokyo and the related decline of rural areas; both issues raised questions of well-being and sustainability. In response, Pasona moved its headquarters from Tokyo to Awaji Island, setting up sales and back-office operations for its core business and launching the "Regional Revitalization" initiative. Employees who moved from Tokyo to Awaji said that their lives became more sustainable, and their well-being improved. On the other hand, some Tokyo-based employees chose not to relocate, worried that boundaries between work and personal life would be blurred. Pasona was also criticized for its tourism-oriented and corporate-driven approach to local development, while the local government of Awaji appreciated the increase in the population and tax revenue that Pasona had brought. As Pasona sought to expand its "regional revitalization" model throughout Japan and attract more local governments to partner with the company, it needed to rethink its strategy to develop its original model in Awaji into a more powerful showcase that would lead to a more decentralized and sustainable society while ensuring the well-being of its own employees.
Reference
IMD-7-2573
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Pasona Group
Industry
Business Management Services, Human Resources
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Decathlon’s circular revolution: Scaling sustainable business models
Summary
The case focuses on Decathlon’s journey from 2023 onwards as it seeks to scale its circular business models and transform from a successful pilot phase to large-scale industrialization. Anna Turrell, Decathlon’s chief sustainability officer, is tasked with achieving ambitious growth targets – to increase circular sales by 6 to 10 times. The case details how Decathlon approached its circularity strategy by expanding second-hand, repair, rental and recycling initiatives across its global operations. It highlights the strategic challenges Anna and her team faced in deciding where to focus their scaling efforts across regions, sports segments and business models. Key enablers of the scaling strategy, including digital transformation, reverse logistics, consumer engagement and strategic partnerships, are explored as critical factors for success. As Decathlon moved toward becoming a global leader in circularity, Anna had to overcome operational complexities and encourage consumer behavioral change while balancing financial goals with sustainability objectives. Despite the clear business potential, the challenge remained of how to scale circularity efficiently across diverse markets and sports while creating a seamless customer experience.
Reference
IMD-7-2599
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Decathlon
Industry
Consumer Goods, Sports Equipment
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
How to lead if you inherit a bad situation
Summary
As businesses navigate market disruptions, technological innovations and an increasingly turbulent world, leaders will frequently find themselves taking control of a team in the aftermath of a crisis. Inheriting such a challenging environment ofte...
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Sustainability needs more than technology. This leadership framework might be the answer
Summary
As global attention has turned to Azerbaijan’s capital, Baku, for the U.N.’s ongoing COP29 climate summit, many business leaders are at a crossroads about how they can pitch in on the green transition. Adding to the uncertainty, Donald Trump’s ele...
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La Marzocco: Espresso perfection
Summary
In July 2024 Guido Preti, La Marzocco’s sustainability manager, was preparing his three-year plan to combine La Marzocco’s ESG program with that of its new owners, the De’Longhi Group. Since its inception in 1927, the company had relentlessly sought to produce the perfect espresso machine through exceptional craftmanship, user centric designs and technology innovation. The company had grown from an artisanal builder of high-end professional coffee machines to a global player selling over 40,000 espresso machines a year to both professionals and consumers around the globe. In December 2023, De’Longhi Group announced the establishment of a global hub for professional coffee machines that brought together La Marzocco and Eversys. One particularly tricky question was how to align La Marzocco’s famed ESG reporting and sustainability program with that of De’Longhi Group while maintaining its best-place-to-work culture.
Reference
IMD-7-2603
Copyright
©2024
Copyright owner
IMD Copyright
Organization
La Marzocco
Industry
Manufacturing, Machinery
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Ragn-Sells: From company in crisis to circular sustainability champion
Summary
This case highlights Ragn-Sells’ remarkable journey from facing financial difficulties to establishing itself as a global authority on the circular economy and sustainability. In 2015, Pär Larshans joined the Swedish waste management company during a period of financial uncertainty, prompting a re-evaluation of its business strategy. Through a comprehensive trend scouting process, Ragn-Sells identified key opportunities within mega trends, notably focusing on planetary boundaries and the Sustainable Development Goals (SDGs), which became central to its future direction. Over nearly a decade, Ragn-Sells underwent a profound transformation and cultural shift. It pioneered innovative approaches such as recycling phosphorus and other nutrients from waste instead of mining them, thereby contributing to a more sustainable and circular economy. Early recognition of its efforts followed, with Ragn-Sells being honored as an “Innovation of Leadership” ambassador for the SDGs in 2018 and invited to present its achievements at the UN in New York. Leveraging this recognition, Larshans embarked on a mission of knowledge sharing, utilizing public speaking engagements and early adoption of LinkedIn to promote Ragn-Sells' innovative solutions and foster collaboration. Looking ahead, Larshans contemplated Ragn-Sells’ next steps, exploring emerging mega trends beyond the SDGs and formulating strategic plans for continued success.
Reference
IMD-7-2567
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Ragn-Sells Group
Industry
Utilities, Recycling
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications