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Case Study
Should Unilever pivot from being purpose-led?

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 S…

Strategy Marketing Purpose Sustainability Diversity and Equity and Inclusion
By Goutam Challagalla and Samaja Penumaka
Case reference: IMD-7-2578, © 2024
Should Unilever pivot from being purpose-led?
By Goutam Challagalla and Samaja Penumaka
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
Copyright ©2024
Copyright owner IMD Copyright
Organization Unilever
Industry Consumer Goods
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

Case Study
Governance at WeWork: Adam Neumann’s erratic behavior

This is a fascinating case about Adam Neumann’s problematic behavior, which led to the downfall of WeWork, once one of America’s most valued startups.

Board Organizational Behavior Diversity and Equity and Inclusion Organizational Culture
By Anand Narasimhan and Shruti Bajpai
Case reference: IMD-7-2591, © 2024
Governance at WeWork: Adam Neumann’s erratic behavior
By Anand Narasimhan and Shruti Bajpai
Case reference: IMD-7-2591 ©2024
Summary
This is a fascinating case about Adam Neumann’s problematic behavior, which led to the downfall of WeWork, once one of America’s most valued startups.
Reference IMD-7-2591
Copyright ©2024
Copyright owner IMD Copyright
Organization The We Company
Industry Services, Real Estate
Available Languages English
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Case Study
Governance at Uber (A): Travis Kalanick derails

Case (A) recounts Travis Kalanick’s journey through the growth of Uber, highlighting instances of his problematic behavior and the board’s lack of oversight.

Board Corporate Governance Diversity and Equity and Inclusion Organizational Culture
By Anand Narasimhan and Shruti Bajpai
Case reference: IMD-7-2585, © 2024
Governance at Uber (A): Travis Kalanick derails
By Anand Narasimhan and Shruti Bajpai
Case reference: IMD-7-2585 ©2024
Summary
Case (A) recounts Travis Kalanick’s journey through the growth of Uber, highlighting instances of his problematic behavior and the board’s lack of oversight.
Reference IMD-7-2585
Copyright ©2024
Copyright owner IMD Copyright
Organization Uber Technologies
Industry Manufacturing, Technology
Available Languages English
Contact

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Case Study
Governance at Uber (B): The board reviews the holder report

Case (B) explains the contents of the Holder report, which investigated the diversity, equity and inclusion culture at Uber and ends with Travis Kalanick’s separation from the company.

Board Corporate Governance Diversity and Equity and Inclusion Organizational Culture
By Anand Narasimhan and Shruti Bajpai
Case reference: IMD-7-2586, © 2024
Governance at Uber (B): The board reviews the holder report
By Anand Narasimhan and Shruti Bajpai
Case reference: IMD-7-2586 ©2024
Summary
Case (B) explains the contents of the Holder report, which investigated the diversity, equity and inclusion culture at Uber and ends with Travis Kalanick’s separation from the company.
Reference IMD-7-2586
Copyright ©2024
Copyright owner IMD Copyright
Organization Uber Technologies
Industry Manufacturing, Technology
Available Languages English
Contact

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Case Study
Governance at Uber (C): The all-hands meeting

Case (C) discusses the meeting that showcased the proposed actions following the Holder report recommendations and highlights the concerning response of one of the board members.

Board Corporate Governance Diversity and Equity and Inclusion Organizational Culture
By Anand Narasimhan and Shruti Bajpai
Case reference: IMD-7-2587, © 2024
Governance at Uber (C): The all-hands meeting
By Anand Narasimhan and Shruti Bajpai
Case reference: IMD-7-2587 ©2024
Summary
Case (C) discusses the meeting that showcased the proposed actions following the Holder report recommendations and highlights the concerning response of one of the board members.
Reference IMD-7-2587
Copyright ©2024
Copyright owner IMD Copyright
Organization Uber Technologies
Industry Manufacturing, Technology
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

Case Study
Rio Tinto: Everyday Respect (A) (eCase) – For usage of this eCase in a program, please contact Case Services

In February 2022 Rio Tinto publicly released a workplace culture report that revealed that sexual harassment, racism and bullying had been occurring at an alarming rate throughout the organization. This was shortly after the Juukan Gorge disaster in Australia: Rio Tinto caused global outrage when its technicians blew up two rock shelters conside…

Diversity and Equity and Inclusion Business Ethics Human Resources Leadership Organizational Behavior Sustainability
By David Bach and Shih-Han Huang
Case reference: IMD-7-2465, © 2023
Rio Tinto: Everyday Respect (A) (eCase) – For usage of this eCase in a program, please contact Case Services
By David Bach and Shih-Han Huang
Case reference: IMD-7-2465 ©2023
Summary
In February 2022 Rio Tinto publicly released a workplace culture report that revealed that sexual harassment, racism and bullying had been occurring at an alarming rate throughout the organization. This was shortly after the Juukan Gorge disaster in Australia: Rio Tinto caused global outrage when its technicians blew up two rock shelters considered sacred by the Aboriginal traditional owners and deemed to be of “the highest archaeological significance in Australia” by scientists. Why did Rio Tinto commission the report, how did it deal with the findings, and how might reckoning with the past shape its future? In Part A of this online multimedia case series, three Rio Tinto executives – James Martin, Chief People Officer, Kellie Parker, Chief Executive, Australia and Isabelle Deschamps, Chief Legal Officer, Governance & Corporate Affairs – and the independent expert commissioned to write the report, Liz Broderick, describe in their own words their experiences, considerations and the debate about whether to release the report.
Reference IMD-7-2465
Copyright ©2023
Copyright owner IMD Copyright
Organization Rio Tinto Group
Industry Materials, Metals and Mining
Available Languages English
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Case Study
Rio Tinto: Everyday Respect (B) (eCase) – For usage of this eCase in a program, please contact Case Services

Part B of the Rio Tinto: Everyday Respect multimedia case series reveals the reaction to the report of various stakeholders, as well as how Rio Tinto has acted on the report’s recommendations. The case also shares some of the creative ways Rio Tinto has instilled a culture of respect and enabled it to permeate throughout the organization.

Diversity and Equity and Inclusion Business Ethics Human Resources Leadership Organizational Behavior Sustainability
By David Bach and Shih-Han Huang
Case reference: IMD-7-2466, © 2023
Rio Tinto: Everyday Respect (B) (eCase) – For usage of this eCase in a program, please contact Case Services
By David Bach and Shih-Han Huang
Case reference: IMD-7-2466 ©2023
Summary
Part B of the Rio Tinto: Everyday Respect multimedia case series reveals the reaction to the report of various stakeholders, as well as how Rio Tinto has acted on the report’s recommendations. The case also shares some of the creative ways Rio Tinto has instilled a culture of respect and enabled it to permeate throughout the organization.
Reference IMD-7-2466
Copyright ©2023
Copyright owner IMD Copyright
Organization Rio Tinto Group
Industry Materials, Metals and Mining
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

Case Study
Multi-stakeholder governance at Better Cotton

Better Cotton was founded in 2005 to set standards for cotton production, with a goal of facilitating ethical, environmental and development-friendly agricultural practices. As multiple players come under increasing pressure to address social and environmental issues across their supply chains, Better Cotton aims to engage all actors to work tog…

Corporate Governance Strategy Sustainability Diversity and Equity and Inclusion
By Didier Cossin and Sophie Linguri Coughlan
Case reference: IMD-7-2421, © 2022
Multi-stakeholder governance at Better Cotton
By Didier Cossin and Sophie Linguri Coughlan
Case reference: IMD-7-2421 ©2022
Summary
Better Cotton was founded in 2005 to set standards for cotton production, with a goal of facilitating ethical, environmental and development-friendly agricultural practices. As multiple players come under increasing pressure to address social and environmental issues across their supply chains, Better Cotton aims to engage all actors to work together. The Better Cotton Standard System was developed as a holistic approach to sustainable cotton production that addresses the three pillars of sustainability: environmental, social and economic. The organization works to build capacity by working with local partners to train cotton farmers worldwide in more sustainable farming practices that improve their livelihoods and protect and restore the environment. Its assurance model aims to balance scalability with cost effectiveness. Its Chain of Custody system matches supply and demand by tracing transactions throughout the supply chain. Better Cotton subscribes to a multi-stakeholder governance model, bringing stakeholders together to participate in dialogue, decision making and implementation of responses to joint problems. By seeking input from multiple types of actors involved in a question, the eventual consensual decision gains greater legitimacy, and it can be more effectively implemented than a response by any single actor. Multi-stakeholder governance requires balancing representation with the need for efficiency and effectiveness in developing and implementing strategy. The case allows for a discussion on the extent to which the BetterCotton governance model is aligned with its strategy and mission, and more broadly, how to design governance for multi-stakeholder organizations.
Reference IMD-7-2421
Copyright ©2022
Copyright owner IMD Copyright
Organization Better Cotton
Industry Manufacturing, Textile
Available Languages English
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Research Information & Knowledge Hub for additional information on IMD publications

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