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Case Study
Brookfield Asset Management Catalytic Transition Fund

Brookfield’s Catalytic Transition Fund is a case study in how the financial industry can spearhead sustainable development. Brookfield Asset Management announced an initial closing of $2.4 billion for the Catalytic Transition Fund, marking a significant milestone toward the target of raising up to $5 billion for deployment to clean energy and tr…

Finance Economics Sustainability
By Arturo Bris and Raphaël Jean Luigi Grieco
Case reference: IMD-2652, © 2024
Brookfield Asset Management Catalytic Transition Fund
By Arturo Bris and Raphaël Jean Luigi Grieco
Case reference: IMD-2652 ©2024
Summary
Brookfield’s Catalytic Transition Fund is a case study in how the financial industry can spearhead sustainable development. Brookfield Asset Management announced an initial closing of $2.4 billion for the Catalytic Transition Fund, marking a significant milestone toward the target of raising up to $5 billion for deployment to clean energy and transition assets in emerging markets. $1 billion of capital was provided by ALTÉRRA, the world’s largest private investment vehicle for climate finance based in the United Arab Emirates, with the purpose of mobilizing investment at scale to finance a new climate economy. The fund is focused on deploying capital into clean energy and transition assets in emerging markets in South and Central America, South and Southeast Asia, the Middle East, and Eastern Europe. This strategic partnership will help drive clean energy investment into emerging markets, where investment needs to increase sixfold over current levels to reach the $1.6 trillion required annually by the early 2030s in line with global net zero targets.
Reference IMD-2652
Copyright ©2024
Copyright owner IMD Copyright
Organization Brookfield Asset Management
Industry Finance and Insurance, Private Equity
Available Languages English
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Case Study
Sea2see: Seastainable vision

BARCELONA, JANUARY 2023. What started in 2016 as a humble entrepreneurial attempt to contribute to a more sustainable future had turned into a solid eyewear brand present in major Western markets. François van den Abeele was even more excited by the rapid development of the Sea2see Foundation, which he set up in Ghana. But success brought its ow…

Entrepreneurship Family Business General Management Global Business Marketing Sustainability
By Benoit F. Leleux and Thomas Brochier
Case reference: IMD-7-2564, © 2024
Sea2see: Seastainable vision
By Benoit F. Leleux and Thomas Brochier
Case reference: IMD-7-2564 ©2024
Summary
BARCELONA, JANUARY 2023. What started in 2016 as a humble entrepreneurial attempt to contribute to a more sustainable future had turned into a solid eyewear brand present in major Western markets. François van den Abeele was even more excited by the rapid development of the Sea2see Foundation, which he set up in Ghana. But success brought its own new questions and issues. From the start, he had relied on the superb craftmanship and dedication of an Italian frame manufacturer. Over time that relationship had turned into a mutual dependency: He was now one of its major clients but, reciprocally, had developed a key supplier risk. What if something happened to that relationship? Should he develop a broader set of suppliers and, if so, how could that be done without antagonizing a great working relationship? Recycling very much set the stage for the brand’s sustainability claims, but it also took massive amounts of time to manage. As other companies started to develop their own fishing net recycling supply chains, did it still make sense to invest so much time in the upstream phase or should he pour his energy into his beloved brand? Finally, maybe it was also time to revisit the growth/profitability dilemma and open up the capital to increase the speed of growth, all for the benefit of the environment as impact fed on scale.
Reference IMD-7-2564
Copyright ©2024
Copyright owner IMD Copyright
Organization Sea2see
Industry Consumer Goods, Optical Products
Available Languages English
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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
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Case Study
Galeneo Health: Scaling the hospital@home platform

MADRID (SPAIN), MARCH 2023. Jaime Garcia-Prieto, founder and CEO of Galeneo, was polishing the deck for the fundraising for his healthcare start-up. The seed round of €1 million would take him to the institutional A round scheduled for Q3-2024, a comfortable 18-month+ runway. His proposal to decentralize healthcare through a tech-enabled hospita…

Digital Transformation Disruption Entrepreneurship Operations Sustainability
By Benoit F. Leleux
Case reference: IMD-7-2496, © 2023
Galeneo Health: Scaling the hospital@home platform
By Benoit F. Leleux
Case reference: IMD-7-2496 ©2023
Summary
MADRID (SPAIN), MARCH 2023. Jaime Garcia-Prieto, founder and CEO of Galeneo, was polishing the deck for the fundraising for his healthcare start-up. The seed round of €1 million would take him to the institutional A round scheduled for Q3-2024, a comfortable 18-month+ runway. His proposal to decentralize healthcare through a tech-enabled hospital@home platform offered the solution people were looking for not only in Spain but also in most advanced economies. According to a recent Economist article, the NHS, like many healthcare systems, had become a sickness service, not a health service. To live up to the promise of its name would require a shift in focus, away from hospitals to the community, from centralized treatment to community-based prevention and bedside medicine. In other words, health systems needed to be investing in smoke alarms, not fire extinguishers. In 2020, as the Covid pandemic began, Jaime envisioned the future of in-home care for patients with chronic treatment needs. In 2021, he embarked on developing a platform to coordinate bedside medical care anywhere, anytime, in minutes. Galeneo was born. By 2023, it had integrated 200+ healthcare providers (HCPs) and 11+ institutional partners in the Madrid region, enabling the provision of general high-value services outside hospital. Revenues of €1.6 million in 2023 were expected, with a growth rate of about 8% every month and net profit breakeven reached in February. Things looked positive, but there were issues around scaling fast – although Jaime had found solutions. To counter the limited availability of qualified healthcare workers, he developed the Galeneo Academy to train future in-home bedside specialists. Tech-enabled standardization reduced operational complexity through an easy-to-use app and included real-time monitoring and quality control. Finally, the whole concept of community-based bedside medicine was still nascent, which meant market participants needed to adopt original approaches. But it was a large market with great potential.
Reference IMD-7-2496
Copyright ©2023
Copyright owner IMD Copyright
Organization Galeneo
Industry Healthcare, Health and Medical Services
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications