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Joining forces to tackle climate change

Business schools offer a toolkit to help the leaders of today and tomorrow work towards a sustainable future

February 2022

Eight leading business schools have joined forces to help shape climate leadership and are collaborating to help business leaders actively address the climate emergency.

Business Schools for Climate Leadership (BS4CL) is a unique alliance of business academic thought leaders, made up of the following founding members: Cambridge Judge Business School, HEC Paris, IE Business School, IESE Business School, INSEAD, International Institute for Management Development, Oxford Saïd Business School and London Business School. Collectively, these schools train more than 55,000 students and executives a year and are stewards of alumni bodies totalling more than 400,000 people.

As a first step, the business schools have collaborated on a toolkit designed to equip present and future leaders with the skills and actions needed to achieve decarbonization.

Read more about how business schools can work together to forge a community of responsible and educated business leaders in this HBR article.

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Clean winners: Sustainability strategy that puts customers first

By Goutam Challagalla and Frédéric Dalsace
Published by Harvard Business Review Press ©2026

Summary

Available Languages English

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The promotion dilemma (Mini case)

By Heather Cairns-Lee and Robert Hooijberg
Case reference: IMD-2742 ©2026

Summary

Promotion decisions are among the most powerful cultural signals that leaders send. They reveal what an organization truly values, in terms of results but also in how those results are achieved. The Promotion Dilemma explores the tension that managers face when a high-performing employee delivers exceptional commercial outcomes while simultaneously undermining collaboration, trust and shared accountability. Set in Spectra, a global manufacturer of precision industrial components undergoing a strategic transformation, the case follows Chief Commercial Officer Chris Steele as (s)he considers whether to promote Alex Forge, a charismatic regional commercial manager widely regarded as a "rainmaker." Alex has secured major contracts, built strong customer relationships, demonstrated remarkable commercial instinct and fostered credibility with clients. Yet inside Spectra, Alex's behavior is often blunt, impatient and dismissive. The regional manager tends to bypass processes, dominate discussions and challenge colleagues publicly; the result is strained relationships across functions and lower engagement within Alex's own team. The timing of the decision raises the stakes. Spectra is implementing it’s One Spectra transformation, an initiative aiming to strengthen cross-functional collaboration, shared accountability and psychological safety in response to rising competitive pressure. Though promoting Alex would retain a critical commercial talent and emphasize the importance of results, the move risks undermining the cultural shift leadership is trying to build. Not promoting Alex could reinforce the organization's commitment to collaborative leadership but may risk losing a star performer to competitors. The Promotion Dilemma invites discussion about the implicit messages embedded in promotion decisions and the challenges and trade-offs that leaders face when balancing performance and evaluating leadership potential while shaping culture and building long-term organizational health.

Reference IMD-2742

Available Languages English

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