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    Inspiring sustainability in sports: Carbon emission management at the International Olympic Committee

    The case highlights the significant role played by the International Olympic Committee (IOC) in reducing its environmental footprint and promoting sustainability in sports. As the leader of the Olympic movement, the IOC bore the responsibility of setting a positive example to inspire the broader sports community. With ambitious climate targets a…

    Sustainability Accounting Strategy
    By Florian Hoos, Giovanni-Battista Derchi and Valerie Keller-Birrer
    Case reference: IMD-7-2512, © 2024
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    Inspiring sustainability in sports: Carbon emission management at the International Olympic Committee
    By Florian Hoos Giovanni-Battista Derchi and Valerie Keller-Birrer
    Case reference: IMD-7-2512 ©2024
    Summary
    The case highlights the significant role played by the International Olympic Committee (IOC) in reducing its environmental footprint and promoting sustainability in sports. As the leader of the Olympic movement, the IOC bore the responsibility of setting a positive example to inspire the broader sports community. With ambitious climate targets aiming to cut its carbon footprint in half by 2030, the IOC implemented a range of measures to reduce the environmental impact of its organization. These included the introduction of carbon budgeting, the adoption of innovative carbon footprint management tools as well as specific measures targeting areas such as mobility, building management and procurement. The Olympic House, inaugurated in 2019, was built according to some of the highest sustainability standards and stood as a testament of the IOC’s commitment to sustainability. Strategies to reduce emissions associated with international business travel, a major contributor to the organization’s overall carbon footprint, were particularly successful. The impact of these measures had to be carefully evaluated, considering their potential effects on organizational culture, efficiency, communication, employee satisfaction and talent attraction. Furthermore, the IOC leadership reflected on the effectiveness of its actions in inspiring other organizations within the Olympic movement to embrace sustainability practices. Looking ahead, the IOC remained committed to intensifying its efforts to achieve its carbon reduction goals by 2030. This included exploring improvements in impact measurement and introducing incentive schemes aimed at further encouraging carbon reduction.
    Reference IMD-7-2512
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization International Olympic Committee
    Industry Travel and Leisure, Sports
    Available Languages English
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    Sustainability
    Accounting
    Strategy
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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
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    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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    Research Information & Knowledge Hub for additional information on IMD publications

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    Strategy
    Marketing
    Purpose
    Sustainability
    Diversity and Equity and Inclusion
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    Case Study
    From grease to green: Impact investing due diligence on ZhanaSolutions

    Fatbergs and grease waste from industrial kitchens are hardly the most enticing topics for a business school case study. Yet ZhanaSolutions, the start-up examined in this impact investment due diligence case, is all about grease waste. At least, on the surface. When one dredges deeper, the case reveals a compelling story about how to embed impac…

    Social Innovation Entrepreneurship Finance Sustainability
    By Vanina Farber and Shih-Han Huang
    Case reference: IMD-7-2518, © 2024
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    Case Study
    Nespresso: Strategy reset for growth: The youth market (Abridged)

    Nespresso, the global leading brand in portioned coffee, is facing an existential threat. The company’s current market base, which consists primarily of aging consumers, is likely to decline in the medium to long term. To compensate for the certain shortfall, the company needs to attract young coffee drinkers among Millennials and Generation Z, …

    Marketing Strategy Sustainability
    By Kamran Kashani and Goutam Challagalla
    Case reference: IMD-7-2574, © 2024
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    Case Study
    Ikea Belgium Welcome Home Project: From ad hoc to deep social impact

    The case describes IKEA’s new approach to making an impact through IKEA Belgium’s “Welcome Home Project,” dedicated to assisting single-parent families. The idea for the program came about during a cross-functional brainstorming session and initially involved donating funds and furniture to centers and shelters supporting such families. The proj…

    Social Innovation Sustainability
    By Sophie Bacq and Valerie Keller-Birrer
    Case reference: IMD 7-2549, © 2024
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    Ikea Belgium Welcome Home Project: From ad hoc to deep social impact
    By Sophie Bacq and Valerie Keller-Birrer
    Case reference: IMD 7-2549 ©2024
    Summary
    The case describes IKEA’s new approach to making an impact through IKEA Belgium’s “Welcome Home Project,” dedicated to assisting single-parent families. The idea for the program came about during a cross-functional brainstorming session and initially involved donating funds and furniture to centers and shelters supporting such families. The project evolved to engage IKEA co-workers who volunteered their expertise during working hours to help set up housing and shelters. Another dimension was added as the initiative gained momentum and IKEA began collaborating with numerous social welfare organizations, collectively working towards policy changes intended to create a fairer and more supportive environment for single-parent families. While the program achieved remarkable results, the journey was not without its share of challenges. Transitioning from traditional donations to more innovative collaborative approaches required courage, and the team encountered resistance and skepticism along the way. Some of the social welfare organizations questioned the authenticity of IKEA’s motives, sometimes assuming economic self-interest instead of altruism. Collaboration with organizations that were so fundamentally different from IKEA required perseverance. Despite the enthusiasm of the IKEA co-workers who volunteered to support the social welfare organizations, internal communication efforts to raise awareness about the program proved to be an ongoing challenge. Recognizing the potential for international inspiration, IKEA considered sharing insights within its network. Simultaneously, the local team contemplated the next steps for IKEA Belgium, aware of the potential for further impact.
    Reference IMD 7-2549
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization IKEA
    Industry Consumer Goods, Furniture
    Available Languages English
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    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Social Innovation
    Sustainability
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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
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    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
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    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Digital Transformation
    Disruption
    Entrepreneurship
    Operations
    Sustainability
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    Case Study
    SIBIUS: Battling cognitive disorders

    Sept 2022. Corinne Avelines, SIBIUS’s CEO, had received the news that the results of the first large-scale test of the company’s first product had just been published. The test, conducted with children between 3 and 4 years old, validated their approach to early detection of autism. The technology was grounded in research showing that it was pos…

    Entrepreneurship Disruption Strategy Sustainability
    2024 John Molson MBA International Case Writing Competition – 3rd Prize
    By Benoit F. Leleux, Giorgia Riba, Renee Pazdan, Manu K. Mathew and Arvind Hurboseea
    Case reference: IMD-7-2447, © 2023
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    Case Study
    Statnett: Building a power line isn’t always a straight line

    This case is about the dilemma faced by Elisabeth Vardheim, a C-level executive at Statnett, Norway’s transmission grid operator. As a result of its participation in the Paris Agreement, Norway decided to greatly accelerate the national energy transition. An increased reliance on electricity, however, brings with it a pressing need for more high…

    Strategy Sustainability
    By Stefan Michel, Emmanuel Guex, Pawel Kosciukiewicz, Jon Hov Lauritzen and David Ramirez
    Case reference: IMD-7-2359, © 2023
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    Case Study
    Sustainability transformation at SITA

    Aiming to blaze the trail that would lead the air travel industry out of the pandemic, SITA decided to reshuffle and renew its credit facilities. In the process, it established that sustainability – particularly ESG factors – would play an increasingly critical role in the financing of the struggling aviation sector. Negotiating a sustainability…

    Finance Sustainability
    By Salvatore Cantale and Martin Králik
    Case reference: IMD-7-2452, © 2023
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    Case Study
    Leading for systems change: Peter Bakker and the WBCSD

    The World Business Council for Sustainable Development (WBCSD) is a network of 250 multinational companies collaborating to achieve Vision2050 ¬– a plan for a world where nine billion people can live well within the limits of the planet. WBCSD sets an ambitious agenda along three imperatives – climate, equity and nature action. The CEO of WBCSD,…

    Sustainability Strategy
    By Amanda Williams, Knut Bjarne Haanaes and David Bach
    Case reference: IMD-7-2433, © 2023
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    Case Study
    Vestiaire Collective: What lessons for luxury brands’ next business models? (Mini case)

    By 2023, the global online resale marketplace Vestiaire Collective – founded in 2009 – had attracted more than 23 million members across 50 countries. Investors included global luxury group Kering. According to Vestiaire Collective’s executives, the secondhand apparel market was valued at between US$100 billion and US$120 billion. The company de…

    Sustainability Digital Strategy
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2526, © 2023
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    Vestiaire Collective: What lessons for luxury brands’ next business models? (Mini case)
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2526 ©2023
    Summary
    By 2023, the global online resale marketplace Vestiaire Collective – founded in 2009 – had attracted more than 23 million members across 50 countries. Investors included global luxury group Kering. According to Vestiaire Collective’s executives, the secondhand apparel market was valued at between US$100 billion and US$120 billion. The company described itself as having a “a circular business model” and being “one piece of the puzzle in circularity.” Vestiaire’s leaders estimated that buying a used garment extended its life by 2.2 years, on average, reducing its environmental footprint by 90%. In addition, 82% of items bought on Vestiaire were believed to have replaced a first-hand purchase. Furthermore, Vestiaire was the first fashion resale platform to ban ultra-fast fashion. The company was also one of the first marketplaces to insert itself as a trustworthy middleman by authenticating the items for sale. Nevertheless, the fashion resale market was seeing significant consolidation, suggesting that only the biggest and fittest would survive. As of April 2023, Vestiaire Collective was still not profitable. Selling pre-worn clothes online remained a challenging process where every item must be sorted, priced, photographed and described in a listing. Against this backdrop, what were Vestiaire Collective’s best bets to achieve profitability? Importantly, should luxury brands venture into this territory – and if so, how?
    Reference IMD-7-2526
    Copyright ©2023
    Copyright owner IMD Copyright
    Organization Vestiaire Collective
    Industry Consumer Goods, Luxury Goods and Jewelry;Consumer Goods, Apparel and Fashion
    Available Languages English
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    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Sustainability
    Digital
    Strategy
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    Related content
    Case Study
    Patagonia: Can circularity and sustainability win together? (Mini case)

    Although Patagonia is not a player in the luxury segment per se, its track record in achieving circularity speaks volumes to luxury brands in terms of what a more mass-market brand is prepared to achieve in the circularity space and on its implications. Patagonia has discouraged overproduction and overconsumption, consistently working to create …

    Sustainability Operations Strategy
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2525, © 2023
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    Case Study
    Pandora: Mastering the success factors of circular supply chains (Mini case)

    Jewelry manufacturer and retailer Pandora is one of the largest jewelry players in the world. One of the key programs in Pandora’s circularity efforts had to do with the target of sourcing 100% recycled silver and gold by 2025. Executing on this goal became a complex journey, particularly as recycling precious metals represented a supply chain i…

    Sustainability Global Business Operations
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2524, © 2023
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    Case Study
    ZENITH: The opportunities and challenges of eco-conception (Mini case)

    The collaboration between ZENITH and Nona Source – the LVMH group’s resale platform for deadstock – resulted in a 2021 product launch that saw ZENITH unveil a series of changeable textile straps as part of its women’s watch collection named DEFY Midnight. It reflected a choice the ZENITH brand made to step outside its traditional territory and e…

    Sustainability Strategy Business to Business
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2523, © 2023
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    Case Study
    Patagonia: Can circularity and sustainability win together? (Mini case)

    Although Patagonia is not a player in the luxury segment per se, its track record in achieving circularity speaks volumes to luxury brands in terms of what a more mass-market brand is prepared to achieve in the circularity space and on its implications. Patagonia has discouraged overproduction and overconsumption, consistently working to create …

    Sustainability Operations Strategy
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2525, © 2023
    Read more
    Patagonia: Can circularity and sustainability win together? (Mini case)
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2525 ©2023
    Summary
    Although Patagonia is not a player in the luxury segment per se, its track record in achieving circularity speaks volumes to luxury brands in terms of what a more mass-market brand is prepared to achieve in the circularity space and on its implications. Patagonia has discouraged overproduction and overconsumption, consistently working to create products that would never end up in a landfill. The main tenets of the company’s approach were called the five Rs. Reduce: Don’t buy what you don’t need. Repair: Fix items that still have life in them. Reuse: Sell or pass clothing on. When you’ve exhausted those options: Recycle. The last tenet, Reimagine, was a pledge to “take only what nature can replace.” Early on, Patagonia executives began investigating how they could encourage customers to reuse older clothing items that were not worn or no longer fit. Nevertheless, studies on textile circularity in general have pointed out that the practice has yet to establish sustainable economies. Large-scale reuse, repair and recycling have typically been hindered by high transportation, labor and processing costs as well as the decreasing quality and cost of new products. Furthermore, notwithstanding its status as the clothing industry’s beacon of sustainability – and billing itself as “in business to save our home planet” – Patagonia has never shied away from pursuing a high-growth, for-profit business model.
    Reference IMD-7-2525
    Copyright ©2023
    Copyright owner IMD Copyright
    Organization Patagonia
    Industry Consumer Goods, Apparel and Fashion
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Sustainability
    Operations
    Strategy
    Browse all topics
    Related content
    Case Study
    Vestiaire Collective: What lessons for luxury brands’ next business models? (Mini case)

    By 2023, the global online resale marketplace Vestiaire Collective – founded in 2009 – had attracted more than 23 million members across 50 countries. Investors included global luxury group Kering. According to Vestiaire Collective’s executives, the secondhand apparel market was valued at between US$100 billion and US$120 billion. The company de…

    Sustainability Digital Strategy
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2526, © 2023
    Read more
    Case Study
    Pandora: Mastering the success factors of circular supply chains (Mini case)

    Jewelry manufacturer and retailer Pandora is one of the largest jewelry players in the world. One of the key programs in Pandora’s circularity efforts had to do with the target of sourcing 100% recycled silver and gold by 2025. Executing on this goal became a complex journey, particularly as recycling precious metals represented a supply chain i…

    Sustainability Global Business Operations
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2524, © 2023
    Read more
    Case Study
    ZENITH: The opportunities and challenges of eco-conception (Mini case)

    The collaboration between ZENITH and Nona Source – the LVMH group’s resale platform for deadstock – resulted in a 2021 product launch that saw ZENITH unveil a series of changeable textile straps as part of its women’s watch collection named DEFY Midnight. It reflected a choice the ZENITH brand made to step outside its traditional territory and e…

    Sustainability Strategy Business to Business
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2523, © 2023
    Read more
    Case Study
    Pandora: Mastering the success factors of circular supply chains (Mini case)

    Jewelry manufacturer and retailer Pandora is one of the largest jewelry players in the world. One of the key programs in Pandora’s circularity efforts had to do with the target of sourcing 100% recycled silver and gold by 2025. Executing on this goal became a complex journey, particularly as recycling precious metals represented a supply chain i…

    Sustainability Global Business Operations
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2524, © 2023
    Read more
    Pandora: Mastering the success factors of circular supply chains (Mini case)
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2524 ©2023
    Summary
    Jewelry manufacturer and retailer Pandora is one of the largest jewelry players in the world. One of the key programs in Pandora’s circularity efforts had to do with the target of sourcing 100% recycled silver and gold by 2025. Executing on this goal became a complex journey, particularly as recycling precious metals represented a supply chain in its own right. It also came with its own set of carbon impacts and environmental protection requirements. Could Pandora overcome the many constraints in operationalizing a viable circular model for silver and gold?
    Reference IMD-7-2524
    Copyright ©2023
    Copyright owner IMD Copyright
    Organization Pandora
    Industry Consumer Goods, Luxury Goods and Jewelry
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Sustainability
    Global Business
    Operations
    Browse all topics
    Related content
    Case Study
    Vestiaire Collective: What lessons for luxury brands’ next business models? (Mini case)

    By 2023, the global online resale marketplace Vestiaire Collective – founded in 2009 – had attracted more than 23 million members across 50 countries. Investors included global luxury group Kering. According to Vestiaire Collective’s executives, the secondhand apparel market was valued at between US$100 billion and US$120 billion. The company de…

    Sustainability Digital Strategy
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2526, © 2023
    Read more
    Case Study
    Patagonia: Can circularity and sustainability win together? (Mini case)

    Although Patagonia is not a player in the luxury segment per se, its track record in achieving circularity speaks volumes to luxury brands in terms of what a more mass-market brand is prepared to achieve in the circularity space and on its implications. Patagonia has discouraged overproduction and overconsumption, consistently working to create …

    Sustainability Operations Strategy
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2525, © 2023
    Read more
    Case Study
    ZENITH: The opportunities and challenges of eco-conception (Mini case)

    The collaboration between ZENITH and Nona Source – the LVMH group’s resale platform for deadstock – resulted in a 2021 product launch that saw ZENITH unveil a series of changeable textile straps as part of its women’s watch collection named DEFY Midnight. It reflected a choice the ZENITH brand made to step outside its traditional territory and e…

    Sustainability Strategy Business to Business
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2523, © 2023
    Read more
    Case Study
    Sony Honda Mobility: A joint venture between two iconic Japanese brands

    In March 2022 Sony and Honda signed a memorandum of understanding to establish a joint venture to develop an electric vehicle that would combine Honda’s car-building expertise with Sony’s skillset in imaging, sensors, communication, networking and entertainment technologies for the vehicle’s travel and service platform. Despite being a leading p…

    Strategy General Management Social Innovation Sustainability Future Readiness
    By Kazuo Ichijo and Yunfei Feng
    Case reference: IMD-7-2480, © 2023
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    Sony Honda Mobility: A joint venture between two iconic Japanese brands
    By Kazuo Ichijo and Yunfei Feng
    Case reference: IMD-7-2480 ©2023
    Summary
    In March 2022 Sony and Honda signed a memorandum of understanding to establish a joint venture to develop an electric vehicle that would combine Honda’s car-building expertise with Sony’s skillset in imaging, sensors, communication, networking and entertainment technologies for the vehicle’s travel and service platform. Despite being a leading player in the automotive industry for decades, Honda had recently fallen behind its competitors in one crucial area – the development of EVs. Sony, while successful in image sensor and content IP, had also entered the EV market. Given the competitive landscape of EVs, it was not surprising, in view of the two giants’ complimentary expertise, that they decided to cooperate and establish Sony Honda Mobility. The newly formed joint venture had a bold purpose: “Move people, through the pursuit of innovation with diverse inspirations.” In January 2023 Sony Honda Mobility unveiled the world premiere of its prototype electric car − the Afeela – in Las Vegas at the Consumer Technology Association’s annual trade event, CES. With plans to hit the North American market in 2026, the Afeela was set to revolutionize the way people perceive electric mobility.
    Reference IMD-7-2480
    Copyright ©2023
    Copyright owner IMD Copyright
    Organization Sony Honda Mobility
    Industry Automotive, Electric Vehicles
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Strategy
    General Management
    Social Innovation
    Sustainability
    Future Readiness
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    Case Study
    Revier Brand Group, LLC: Will its “sustainability and consistency” brand positioning pay off?

    The CEO of Revier Cattle Company, Tom Revier, had been an innovator in sustainable farming and humane livestock practices for over two decades. He and his partner Paul Hillen are considering whether they should launch a branded differentiated product in the market, and if so, how they should position this offering. The product has definite advan…

    Sustainability Marketing
    By Goutam Challagalla, Philip Charles Zerrillo and Raghu Batta
    Case reference: IMD-7-2170, © 2023
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