Case Title Byline

Polly Ribatt and Elie Ofek

1366 Technologies

1366 Technologies: Scaling the Venture

"Plugging In" the Consumer: The Adoption of Electrically Powered Vehicles in the

Ramana Nanda, David Kiron and Joseph B. Lassiter

Evan Richardson, Ramana Nanda, David Kiron and Joseph B. Lassiter

Ray A. Goldberg and James M Beagle

3M: Negotiating Air Pollution Credits (A)

A Differentiation Strategy at ASDA Nitin Sanghavi and David E. Bell

A123 Systems: Power. Safety. Life. Richard H.K. Vietor

ABN AMRO Bank N.V.: Global Change Agents

1366 Technologies: Scaling the Venture (Abridged)

Lassiter, Joseph B; Nanda, Ramana; Richardson, Evan; Wagonfeld, Alison Berkley

2002 Global Coffee Summit: Searching for Solutions

Michael A. Wheeler and Thomas Dretler

Lance P. Pierce, Ryan L. Raffaelli and Rosabeth M. Kanter

Acciona and the Battle for Control of Endesa Rachelle Silverberg and Belen Villalonga

Acid Rain: Burlington Northern, Inc. (A) Forest L. Reinhardt

Acid Rain: The Southern Co. (A) Forest L. Reinhardt

Acid Rain: The Southern Co. (B) Forest L. Reinhardt

Brooke Barton and V. Kasturi RanganAdvanced Energy: Programs for Energy Conservation

AEP: Carbon Capture and Storage Richard H.K. Vietor

Forest L. Reinhardt

Akin Ongor's Journey Rosabeth M. Kanter

Brian Matthew Milder and David E. Bell

Agricultural Biotechnology and its Regulation

Alliance for a Green Revolution in Africa (AGRA)

Alison Berkley Wagonfeld and Gary P. Pisano

Allied Electronics Corporation Ltd: Linking Compensation to Sustainability Metri

Alan Knight, Shelley Xin Li, Robert G. Eccles and George Serafeim

Amanco: Developing the Sustainability Scorecard

Ricardo Reisen de Pinho and Robert S. Kaplan

Amyris Biotechnologies: Commercializing Biofuel

Aqua Bounty Stephen Burn-Murdoch and Lucy White

AREVA T&D

Arup: Building the Water Cube

Anglo American: Implementing a 'Social Way' for Global Mining

Zoe Yang, Tom Blathwayt, David Plumb and Christopher Marquis

Gudrun Urfalino Kristinsdottir, Ane Damgaard Jensen, Vincent Marie Dessain and Ananth Raman

Dilyana Karadzhova, Robert G. Eccles and Amy C. Edmondson

Asian Agri and the Future of Palm Oil Natalie Kindred and David E. Bell

Aspen Skiing Company (A) Stephanie van Sice and Michael W. Toffel

Elena Corsi and Krishna G. Palepu

Aviva Investors

Aura Light: from a Light Bulb Manufacturer to an Energy Savings Solutions Provid

Kyle Armbrester, Robert G. Eccles and George Serafeim

Banco Real: Banking on Sustainability

Beacon Lakes

Better World Books

Botswana: A Diamond in the Rough

Rosabeth M. Kanter and Ricardo Reisen de Pinho

Robert Barlick Jr, Jose Gonzalez and Arthur I Segel

Jill J. Avery, Fiona Wilson, Michael I. Norton and Thomas J. Steenburgh

Faheen Allibhoy, Vinati Dev, Laura Alfaro and Debora L. Spar

BP's Macondo: Spill and Response Julio J. Rotemberg

Building Innovation at Terrapin Bright Green

Buildings and Energy Nazli Uludere and Forest L. Reinhardt

Bunge Limited Jonathan West

Brazil Sugar and the WTO: Agricultural Reform in the European Union

Irina Tarsis, Kerry Herman and Ray A. Goldberg

Mary Saunders, Sydney Ribot and Amy C. Edmondson

Bunge: Food, Fuel, and World Markets

Bunge: Poised for Growth Mary L. Shelman and David E. Bell

Burt's Bees: Leaving the Hive Laura Winig and Luc R. Wathieu

C12 Energy James McQuade and Joseph B. Lassiter

Caesars Entertainment: CodeGreen

Jonathan West, Santiago Mingo and Tarun Khanna

Tiffany A. Clay, Robert G. Eccles and George Serafeim

Calera Corporation

Calgene, Inc. Ray A. Goldberg and John T. Gourville

Calit2: A UC San Diego, UC Irvine Partnership Alison Berkley Wagonfeld and Linda A. Hill

Thomas J. Steenburgh, Lauren Barley and Joseph B. Lassiter

CalPERS' Emerging Equity Markets Principles Aldo Sesia and Robert G. Eccles

Cape Wind Kerry Herman and John T. Gourville

Richard H.K. Vietor

Carbon Engineering Joseph B. Lassiter and Sid Misra

Cape Wind: Offshore Wind Energy in the USA

Career at a Crossroad: Akhil Patel

Career at a Crossroad: Roopa Rao Lisa Brem and Noam T. Wasserman

CEMEX's Foundations for Sustainability

Forest L. Reinhardt

Judith Walls and Peter A. Hecht

Chevron Under Fire

Yael Braid, Lisa Brem and Noam T. Wasserman

Pamela Yatsko, Ryan L. Raffaelli and Rosabeth M. Kanter

Champion International Corp.: Timber, Trade, and the Northern Spotted Owl

Cheetah Conservation Fund Bush Project, The

Rebecca M. Henderson, George Serafeim and Christine Snively

China (C): Energy and the Environment Richard H.K. Vietor

Nancy Dai and Christopher Marquis

China Greentech Initiative (CGTI)

China Shenhua Energy Company

China Vanke (A-1)

Ciba Specialty Chemicals Forest L. Reinhardt

China Environment Fund: Doing Well by Doing Good

Lynn Yin, Laura Velez Villa and Christopher Marquis

Keith Chi-ho Wong, G. A. Donovan and Forest L. Reinhardt

John D. Macomber, Keith Chi-ho Wong and Lynn S. Paine

Clearwater Seafoods James Weber and Forest L. Reinhardt

Codevasf

Colbún and the Future of Chile's Power Shon R. Hiatt and Forest L. Reinhardt

Luciano Thome e Castro, Marcos Fava Neves, Natalie Kindred and David E. Bell

Colbún?Powering Chile Shon Hiatt and Forest L. Reinhardt

Colbún?Powering Chile

Continental Hope Group Qi Li and Christopher Marquis

Sanjay Patnaik, Gustavo A. Herrero and Forest L. Reinhardt

Common Agricultural Policy and the Future of French Farming

Elena Corsi, J. Gunnar Trumbull and Vincent Marie Dessain

Cook Composites and Polymers Co.

Cosan: Thinking Outside the Barrel

COSCO: Implementing Sustainability

Rachel Gordon, Michael W. Toffel and Deishin Lee

Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (A)

Brooke Barton, Ezequiel Reficco and V. Kasturi Rangan

Noel Maurer, Ricardo Reisen de Pinho and Forest L. Reinhardt

Dongning Yang, Lynn Yin and Christopher Marquis

Lionel Bony and Deishin Lee

Cree Inc.: Introducing the LED Light Bulb Michael Norris and John T. Gourville

Cree, Inc.: Which Bright Future?

Delhaize Group: Developing Leaders Boris Groysberg and Sarah L. Abbott

Cradle-to-Cradle Design at Herman Miller: Moving Toward Environmental Sustainabi

Matthew Shaffer, Mary Furey and David J. Collis

Vidhya Muthuram and John D. Macomber

Delta Electronics Hybrid Power Train Jyun-Cheng Wang and Willy C. Shih

Griffin James and John D. Macomber

Delhi-Mumbai Industrial Corridor: India's Road to Prosperity?

Design Creates Fortune: 2000 Tower Oaks Boulevard

Dirigo International Chad M. Carr and Christopher M. Gordon

Matthew G. Preble and Jose B. Alvarez

DONG Energy: Clean and Reliable Energy Elena Corsi and Joseph L. Bower

Dongfeng Nissan's Venucia (A)

Disrupting the Meat Industry: Tissue Culture Beef

G.A. Donovan, Mayuka Yamazaki and Forest L. Reinhardt

Dow: Breakthroughs to World Challenges

Driving Sustainability at Bloomberg L.P.

Du Pont Freon Products Division (A)

Doug Rauch: Solving the American Food Paradox Jose B. Alvarez and Ryan Johnson

Annelena Lobb, Mark Kramer and Michael E. Porter

Fabrizio Ferraro, Daniel Beunza, Bobbi Thomason and Christopher Marquis

Richard H.K. Vietor and Forest L. Reinhardt

Duke Energy and the Nuclear Renaissance Richard H.K. Vietor and Forest L. Reinhardt

E.ON Corporate Strategy

Echoing Green

EcoMotors International Hermes Alvarez and John D. Macomber

Sebastian Frankenberger and Forest L. Reinhardt

Julie Battilana, James Weber and Thomas J. DeLong

Frederik Nellemann and John D. Macomber

Embrapa

Endesa Chile: Raising the Ralco Dam (A)

EnerNOC: DemandSMART

ENSR International David B. Godes

Edward Lundberg and the Rockville Building: Energy Efficiency Finance in Commerc

David E. Bell and Mary L. Shelman

Paula J. Laschober, Dina Pradel and Kathleen L. McGinn

Stephanie van Sice, Kira Fabrizio and Michael W. Toffel

Anette Mikes

Environmental Defense Forest L. Reinhardt

Laure Mougeot Stroock and Ray A. Goldberg

Enterprise Risk Management at Hydro One (A)

Environmental Power Corporation: Changing Manure Into Gold?

EPB: Energizing Chattanooga

Fiji versus FIJI: Negotiating Over Water

Environmental Risk Management at Chevron Corporation

Forest L. Reinhardt, Monica M Mandelli and Jennifer Burns

Ian McKown Cornell, Erin Henry and Rebecca M. Henderson

Equator Principles, The: An Industry Approach to Managing Environmental and Soci

Aldo Sesia, Carin-Isabel Knoop and Benjamin C. Esty

Stephanie van Sice, Michael W. Toffel and Francesca Gino

FIJI Water: Carbon Negative?

Julia Stevens and Mihir A. Desai

Juan Almandoz and Christopher Marquis

Ian McKown Cornell and Suraj Srinivasan

Stephanie van Sice, Michael W. Toffel and Francesca Gino

Financing Biodiversity Conservation by the Global Conservation Fund

First Green Bank: Bringing Bloom to Desert Landscapes

First Solar: CFRA's Accounting Quality Concerns

Forest Policy in Malaysia Forest L. Reinhardt

Arthur McCaffrey and V. Kasturi Rangan

Fuel Cells: The Hydrogen Revolution?

Freeport Mine, Irian Jaya, Indonesia, The: "Tailings & Failings" - Stakeholder A

Ryland Matthew Willis and Thomas R. Eisenmann

Fundacion Del Empresariado Chihuahuense (FECHAC)

Loretta Serrano; Loretta Hernandez; Norma Hernandez; Carlos Romero

Gary Hirshberg and Stonyfield Farm

Generation Investment Management Matthew Preble and Sandra J. Sucher

Germany's Green Energy Revolution

Nora N. Khan, Elizabeth W. Legris and Nancy F. Koehn

Emer Moloney, Emilie Billaud, Elena Corsi and Noel Maurer

GE's Imagination Breakthrough: The EVO Project

Christopher A. Bartlett, Brian J. Hall and Nicole Bennett

GE's Imagination Breakthroughs: The Evo Project

Nicole Bennett, Brian J. Hall and Christopher A. Bartlett

Global Climate Change and BP Mikell Hyman and Forest L. Reinhardt

Ray A. Goldberg and Carin-Isabel Knoop

Mary Louise Shelman and David E. Bell

Iacob Koch-Weser and Regina M. Abrami

GoodGuide

Global Conservation Trust, The: A Foundation for Food Security

GLOBALGAP: Food Safety and Private Standards

Goldwind USA: Chinese Wind in the Americas

Tiffany A. Clay, Robert G. Eccles and George Serafeim

Governance and Sustainability at Nike (A)

Herman B. Leonard

Greenpeace

Lara Adamsons, Nien-he Hsieh and Lynn S. Paine

Grand Circle Travel: Where Risk Comes with the Territory

Jordan Mitchell and Ramon Casadesus-Masanell

Groom Energy Solutions: Selling Efficiency

Regina Garcia-Cuellar and V. Kasturi Rangan

Harvard Green Revolving Fund John D. Macomber

David Kiron and Joseph B. Lassiter

Hudson Manufacturing Company

Kira R. Fabrizio, Stephanie van Sice and Michael W. Toffel

Grupo Bimbo: Growth and Social Responsibility

Harvest: Organic Waste Recycling with Energy Recovery (A)

Mustafa H. Tongarlak, Baris Ata and Deishin Lee

Highland Capital Partners: Investing in Cleantech

Vanessa del Valle Broussard and Paul A. Gompers

Husk Power Joseph B. Lassiter and Sid Misra

inge watertechnologies, GmbH

Inkaterra

IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A)

Anders Sjoman, Vincent Marie Dessain and Christopher A. Bartlett

Markus Mittermaier, Ramana Nanda and Carin-Isabel Knoop

Diego Rehder, Rohan Gopaldas and Diego Comin

Instituto Nacional de Biodeverisdad--INBio

Daniela Saltzman and Robert G. Eccles

Enrique Ogliastri, Juliano Flores, Andrea Prado

Integrated Assurance at Philips Electronics N.V.

Integrated Reporting at Aegon

Integrated Reporting in South Africa

InterfaceRAISE: Sustainability Consulting

George Serafeim, Robert G. Eccles, Sydney Ribot and Michael Krzus

Pippa Armbrester, George Serafeim and Robert G. Eccles

Casey Taylor, Michael W. Toffel and Robert G. Eccles

Interface's Evergreen Services Agreement James Quinn and Rogelio Oliva

Arthur A. Daemmrich

International Carbon Finance and EcoSecurities

Mikell Hyman, Forest L. Reinhardt and Andre F. Perold

International Lobbying and The Dow Chemical Company (A)

Aldo Sesia and Benjamin C. Esty

Investor Relations at TOTAL

John Mackey and Whole Foods Market Katherine Miller and Nancy F. Koehn

International Rivers Network and the Bujagali Dam Project (A)

Anders Sjoman, Vincent Marie Dessain and Gregory S. Miller

Andrew Spadafora and Geoffrey G. Jones

Keystone XL Pipeline Richard H.K. Vietor

Khosla Ventures: Biofuels Gain Liquidity

Jurlique: Globalizing Beauty from Nature and Science

Evan Richardson, Alison Berkley Wagonfeld, William A. Sahlman and Joseph B. Lassiter

Khosla Ventures: Biofuels Strategy

John D. Macomber

KiOR: Catalyzing Clean Energy Toby E. Stuart and Ramana Nanda

KKR: Leveraging Sustainability

Alison Berkley Wagonfeld, William A. Sahlman and Joseph B. Lassiter

King Abdullah Economic City in 2009: Population Drivers and Cash Flow

Tiffany A. Clay, Robert G. Eccles and George Serafeim

Living PlanIT

Thomas Koelble and Rawi E. Abdelal

Low-Carbon, Indigenous Innovation in China Richard H.K. Vietor

Tiona Zuzul, Susan Thyne, Robert G. Eccles and Amy C. Edmondson

Londolozi: Towards a Sustainable Business Model and Ecological Integrity in Sout

Luca de Meo at Volkswagen Group Dana M. Teppert and Linda A. Hill

Lufa Farms

Malaysia: Standing on a Single Leaf

Manila Water Company

Manila Water Company (A) Elizabeth Weldon and Michael Beer

Lisa Mazzanti, Annelena Loeb, Robert Mackalski and Jose B. Alvarez

Diego Comin, Monne Williams and Maurice Kuykendoll

Mandatory Environmental, Social, and Governance Disclosure in the European Union

Phillip Andrews, Robert G. Eccles and George Serafeim

Jane Comeault, David Wheeler and V. Kasturi Rangan

Manila Water Company (B) Elizabeth Weldon and Michael Beer

Marks and Spencer: Plan A Nitin Sanghavi, Laura Winig and David E. Bell

Masdar and Tianjin: Eco-Cities John D. Macomber

Jessica Droste Yagan and Ray A. Goldberg

Mid-Missouri Energy: Ethanol from Corn

Marine Harvest: Leading Salmon Aquaculture David E. Bell and Ryan Johnson

McDonald's Corporation: Managing a Sustainable Supply Chain

Karla Sartor, Noel Michele Holbrook, James Weber and Forest L. Reinhardt

Migros

Matthew Bird and Rosabeth M. Kanter

Mistry Architects (A)

Monsanto Ray A. Goldberg

Anders Sjoman, Vincent Marie Dessain and Forest L. Reinhardt

Milwaukee (A): Making of a World Water Hub

Mona Sinha, Robert G. Eccles and Amy C. Edmondson

Monsanto: Helping Farmers Feed the World

Annelena Lobb and Jose B. Alvarez

Nanosolar, Inc.

Sarah A. Brennan and David A. Moss

National Parks Conservation Association Briana Huntsberger and Forest L. Reinhardt

Mary Shelman, Carin-Isabel Knoop and David E. Bell

Monsanto: Technology Cooperation and Small Holder Farmer Projects

Stephanie Oestreich, Diana Barrett and James E. Austin

Muñoz Group: Sustaining Global Vertical Integration Through Innovation

Thomas J. Steenburgh and Alison Berkley Wagonfeld

National Economic Accounting: Past, Present, and Future

Natura Cosméticos, S.A.

Natura: Global Beauty Made in Brazil

Natural Gas Sogomon Tarontsi and Rawi E. Abdelal

Nestle: Sustainable Agriculture Initiative Forest L. Reinhardt

James Heffernan, Robert G. Eccles and George Serafeim

Ricardo Reisen de Pinho and Geoffrey G. Jones

NESWC (A) Michael A. Wheeler

New Resource Bank: In Pursuit of Green Juan Almandoz and Christopher Marquis

Nike Football: World Cup 2010 South Africa Ryan Johnson and Elie Ofek

Nghe An Tate & Lyle Sugar Company (Vietnam)

Frank J. Lysy, Carrie Ferman and Benjamin C. Esty

Richard H.K. Vietor

Sen Chai and Willy C. Shih

Richard H.K. Vietor

Oddo Securities?ESG Integration

V. Kasturi Rangan and Nina Ann George

Olam: On a New Course

Noranda Inc.: Mining, Smelting, and Sustainability?

Novozymes: Establishing the Cellulosic Ethanol Value Chain

Ocean Spray Cranberries: Environmental Risk Management

Aldo Sesia, George Serafeim and Paul M. Healy

Olam: Building a Sustainable Supply Chain in Cote d'Ivoire

Mary Shelman, Forest L. Reinhardt and David E. Bell

Organic Growth at Wal-Mart Troy Smith and Jan W. Rivkin

Omar Selim: Building a Values-Based Asset Management Firm (A)

George Serafeim, Rebecca Henderson and Shannon Gombos

On Two Wheels in Paris: The Vélib' Bicycle-Sharing Program

Peter A. Coles, Elena Corsi and Vincent Dessain

OPOWER: Increasing Energy Efficiency through Normative Influence (A)

Maarten W. Bos, Amy J.C. Cuddy and Kyle Todd Doherty

Organics: Coming Center Stage? Reed Martin and James E. Austin

Patagonia

Nicolas Ibanez, Jay Verjee and Arthur I Segel

Hyun Jin Kim, Ramon Casadesus-Masanell and Forest L. Reinhardt

Patagonia Sur: For-Profit Land Conservation in Chile

Phu My Hung Dawn H. Lau and John D. Macomber

PlanetTran Christopher J. Malloy and Lauren H. Cohen

Plum Creek Timber (A)Dov Brachfeld, Jack Troast, Hannah Bowles and Max H. Bazerman

Plum Creek Timber (B)

Polyface: The Farm of Many Faces Stephanie van Sice and Deishin Lee

Elisa Farri and Noel Maurer

Product Development at OPOWER Rob Go and Thomas R. Eisenmann

Reading Energy Forest L. Reinhardt

Nicole Nasser, Jack Troast, Hannah Bowles and Max H. Bazerman

Poweo: David and Goliath in the French Electricity Market

Red Tomato: Keeping It Local

Restructuring at Nova Chemical Corporation Scott Mason

David Kiron and Joseph B. Lassiter

Ricoh Company, Ltd.

Robert Shapiro and Monsanto Ann Leamon and Michael D. Watkins

Jose B. Alvarez, Laura Winig and Mary Louise Shelman

Re-THINK-ing THINK: The Electric Car Company

Akiko Kanno, Robert G. Eccles, Marco Iansiti and Amy C. Edmondson

Romney vs. Obama and U.S. Energy Policy Kaitlyn Tuthill and Rawi E. Abdelal

Rose Smart Growth Investment Fund Justin Seth Ginsburgh and Arthur I Segel

Royal Dutch/Shell in Nigeria (A)

Rachna Tahilyani and John D. Macomber

Serious Materials Thomas J. Steenburgh and Elizabeth A. Kind

Lynn S. Paine and Mihnea C. Moldoveanu

Schneider Electric: Becoming the Global Specialist in Energy Management

Shanghai: GDP Apostasy

Mary Shelman and Jose B. Alvarez

David F. Hawkins

Solar Geoengineering Stephanie Puzio and Joseph B. Lassiter

Shaklee Corporation: Corporate Social Responsibility

Christopher Marquis, Alison Comings and V. Kasturi Rangan

George Serafeim, Rebecca Henderson and Shannon Gombos

Simplot Plant Sciences: Designing a Better Potato

SK Telecom: Pursuing Happiness through Corporate Social Responsibility

Philip H. Mirvis, Kwang Y. Ryu, Bobbi Thomason and Christopher Marquis

Société Internationale de Plantations et de Finance (SIPEF)

Southwest Airlines One ReportTM

Sound Group China: Urban Waste Entrepreneurs

Chad M. Carr, Fan Zhao and John D. Macomber

South Pole Carbon Asset Management-Going for Gold?

Jost Hamschmidt, Mikell Hyman and Forest L. Reinhardt

Beiting Cheng, Susan Thyne and Robert G. Eccles

Starbucks and Conservation International Cate Reavis and James E. Austin

StarKist (A)

State Grid: Corporate Social Responsibility

Richard H.K. Vietor and Forest L. Reinhardt

Hong Wu, Dongning Yang, Nancy Dai and Christopher Marquis

Stella McCartney

StormFisher (A): Power with Purpose

Suncor in the Oil Sands Industry Nazli Uludere and Forest L. Reinhardt

Samuel Passow and Michael D. Watkins

Anat Keinan and Sandrine Crener

Oana Branzei, Stewart Thornhill, Adam Reeds

Sunk Costs: The Plan to Dump the Brent Spar (A)

Suntech Power Richard H.K. Vietor

Supergrid Richard H.K. Vietor

Sustainability at IKEA Group

Sustainability at Millipore Michael W. Toffel and Katharine Lee

Sustainability at Siemens

Michael W. Toffel, Vincent Dessain, Jerome Lenhardt and V. Kasturi Rangan

Daniela Beyersdorfer, Amy C. Edmondson, V. Kasturi Rangan and Emer Moloney

Sustainable Conservation--Where Next? Velina Peneva and Jane Wei-Skillern

Forest L. Reinhardt

Sustainable Development at Shell (A) Jane Wei-Skillern

Sustainable Palm Oil and Self-Regulation Amram Migdal and Rebecca M. Henderson

Sustainable Tea at Unilever

sweetriot 2.0

Sustainable Development & Socially Responsible Investing: ABB in 2000

Frederik Nellemann and Rebecca M. Henderson

Bobbi Thomason, Donna Khalife and Christopher Marquis

Adam Frost and Forest L. Reinhardt

Sykué Bioenergya Shon R. Hiatt

Alwin R. Kopse and Ray A. Goldberg

Swiss Re: Managing the Risks of Global Climate Change

Syngenta International AG: Tropical Sugar Beet

TaKaDu Matthew Preble and Elie Ofek

Ventura Pobre and Daniel J. Isenberg

Tennant Company

Tecsis: A Global Cleantech Venture Based in Brazil

Toby E. Stuart, James Weber and Lynda M. Applegate

TerraPower

Tesla Motors Eric J. Van den Steen

TH!NK: The Norwegian Electric Car Company David Kiron and Joseph B. Lassiter

Tennant Company: Innovating Within and Beyond the Core

Toby E. Stuart, James Weber and Lynda M. Applegate

William A. Sahlman, James McQuade, Joseph B. Lassiter and Ramana Nanda

The Big Easy, Not So Easy

Lauren Barley and Elie Ofek

Mary L. Shelman and David E. Bell

Regina M. Abrami

Ben Creo, Nicolas P. Retsinas and Arthur I Segel

The Clorox Company: Leveraging Green for Growth

The Convention on Biological Diversity: Engaging the Private Sector

The Delta Blues: U.S. - Vietnam Catfish Trade Dispute (A)

The Energy Foundation

The Fox Islands Wind Project (A)

The Future of Hybrid Electric Vehicles Alice Tzou, David Lane and John T. Gourville

The Greening of DUMBO

Jane Wei-Skillern and Alison Berkley Wagonfeld

Alexander H. Somers, Jr., Dylan Hogarty, Max Gazor, James Thomas Corcoran and Joseph B. Lassiter

Abhijit Prabhu, Robert G. Eccles and Amy C. Edmondson

Ashley Hartman and David J. Collis

The Kursk Submarine Rescue Mission Anette Mikes

The Heat Is On: Emerging Ecosytems in the Thermostat Industry

The Home Depot: Leadership in Crisis Management

Marc J. Epstein, Melissa Tritter and Herman B. Leonard

The Political Economy of Carbon Trading

The Smart Grid

Julie Battilana and Michael Norris

The Suzlon Edge Juliana Seminerio and Richard H.K. Vietor

The Trustees of Reservations Michael Chu

Nazli Zeynep Uludere, Patia McGrath, Mikell Hyman, J. Gunnar Trumbull and Forest L. Reinhardt

Catherine Ross, Noel Maurer and Rebecca M. Henderson

The Sustainability Accounting Standards Board

Weiqi Zhang and Regina M. Abrami

Timberland: Commerce and Justice

The U.S. Shale Revolution: Global Rebalancing?

Hilary White, Richard H.K. Vietor and Laura Alfaro

The Xiamen PX Project: The Rule of Contract or Citizens in China Today

Herman B. Leonard, James Quinn and James E. Austin

Laurence A. Green and James K. Sebenius

Toyota Motor Corporation: Launching Prius

TPG ART Fund

Stephanie van Sice and Michael W. Toffel

Tommy Koh: Background and Major Accomplishments of the 'Great Negotiator, 2014'

Dennis A. Yao, Masako Egawa and Forest L. Reinhardt

Shannon Gombos, Bethany Patten, Robert G. Eccles and Jason Jay

Trucost: Valuing Corporate Environmental Impacts

U.S. Department of Energy & Recovery Act Funding: Bridging the "Valley of Death"

Ramana Nanda, Michael J. Roberts and Joseph B. Lassiter

Unilever: Combatting Global Food Waste

Union Carbide's Bhopal Plant Spar, Debora L.; Hull, Suzanne; Kou, Julia

Urban Water Partners (A)

UBS and Climate Change--Warming Up to Global Action?

Elizabeth Raabe, Felix Oberholzer-Gee and Forest L. Reinhardt

Janice H. Hammond, Matthew G. Preble and David F. Drake

Karthik Ramanna, Aldo Sesia and George Serafeim

Valero Energy Corporation and Tight Oil

VeeV on the Rocks?

Vegpro Group: Growing in Harmony

Verengo Solar Plus!

Aaron Byrd, Eric Adamson, Richard H.K. Vietor, Mariko Meier, Ned Chiverton and Rob Rain

Christopher Marquis, Laura Winig and Joshua D. Margolis

Brian Milder, Mary L. Shelman and David E. Bell

Liz Kind, William A. Sahlman and Joseph B. Lassiter

Vestas' World of Wind Elena Corsi and Thomas J. Steenburgh

Walden Woods

Verne Global: Building a Green Data Center in Iceland

Nnamdi Daniel Okike and Thomas J. Steenburgh

William J. Poorvu and Arthur I Segel

Jose M. M. Porraz and Ray A. Goldberg

Woolf Farming and Processing

Water Policy Priorities Along the U.S.-Mexico Border

Whole Foods: Balancing Social Mission and Growth

Marya Besharov, Bobbi Thomason and Christopher Marquis

Windhoek Nature Reserve: Financing a Sustainable Conservation Model in Namibia

Kavita Kapur Macleod, Brooke Parry Hecht and Peter A. Hecht

Laura Winig, Mary Louise Shelman and David E. Bell

World Wildlife Fund for Nature (WWF)

World Wildlife Fund US Jane Wei-Skillern and Kerry Herman

WWF Nathalie Laidler and John A. Quelch

Xerox: Design for the Environment Richard H.K. Vietor

Yangcheng: AES in China Richard H.K. Vietor

Jordan Mitchell and Ramon Casadesus-Masanell

Ze-gen: Commercializing Clean Tech

Zotter ? Living by Chocolate

Scott Prozeller, Kaitlyn Lyons and Lynda M. Applegate

Stefan Aichinger, Maximilian Georg Manfred Schnoedl, Monika Maria Elisabeth Hoffmann and Mukti Khaire

Summary

How will U.S. consumers respond to the proliferation of alternative-fuel vehicles, such as cars powered partially or completely by electricity, in the coming decade? After a century in which fossil fuel-powered vehicles dominated the market, it appeared consumers would have an unprecedented level of choice as to the type of car they purchased and drove. Automakers were introducing various models that used electricity for power, and other power sources, such as fuel cells, were also seeing increased attention. Some observers believed the time was ripe for widespread adoption of these new vehicles: consumers and policymakers were increasingly concerned about the fallout of U.S. dependence on fossil fuel-powered cars--namely, adverse environmental impacts and reliance on foreign sources of oil, plus the fluctuating price of gasoline--and innovative infrastructure technology was being developed to support electric-powered cars. Despite these promising developments, it remained unclear whether consumers were ready to switch to alternative-fuel vehicles on a large scale. Would they be willing to make the lifestyle tradeoffs required for grid-dependent vehicles? How should policymakers intervene, if at all, to encourage adoption, and what marketing activities and incentives might firms employ to stimulate demand?

Just months after declaring their intent to become a solar cell equipment supplier, van Mierlo and Sachs were again revisiting the issue of what the company should be. Becoming a successful solar cell manufacturer would potentially be much more lucrative than becoming a successful equipment supplier. But, the latter was much less capital intensive and perhaps a less operationally risky approach. For van Mierlo and Sachs, the question?"What kind of company should 1366 become?"?was back on the table.

For some time, 1366's co-founders, Frank van Mierlo and Ely Sachs, had faced a choice, which was now made all the more stark: 1366 could expand to produce silicon wafers itself, raising the required capital from "friendly" investors and building shipment volume slowly, or 1366 could accelerate its market entry dramatically by partnering with the Asian manufacturers that had begun to dominate the world-wide solar industry. While accelerated growth was attractive to 1366 and its current investors, the company believed that it would face considerable risks if it were to expose its intellectual property to the "wrong" partners. 1366 had no intention of losing control of its technology, but given the pace of innovation and the active role of governments in the solar industry, van Mierlo and Sachs feared this might not be a race that could be won by the cautious.

For some time, 1366's co-founders, Frank van Mierlo and Ely Sachs, had faced a choice, which was now made all the more stark: 1366 could expand to produce silicon wafers itself, raising the required capital from "friendly" investors and building shipment volume slowly, or 1366 could accelerate its market entry dramatically by partnering with the Asian manufacturers that had begun to dominate the world-wide solar industry. While accelerated growth was attractive to 1366 and its current investors, the company believed that it would face considerable risks if it were to expose its intellectual property to the "wrong" partners. 1366 had no intention of losing control of its technology, but given the pace of innovation and the active role of governments in the solar industry, van Mierlo and Sachs feared this might not be a race that could be won by the cautious.

Global coffee leaders gathered in 2002 to develop alternative market-based approaches that would ensure a sustainable supply of coffee and address the social and ecological issues confronted by a global depression in coffee prices.

(A) A proposed trade of air pollution emission credits between 3M (now Imation) and Procter and Gamble is described. Though such trading is encouraged under federal environmental laws, 3M had adopted a company-wide policy against such deals. Procter and Gamble needs the credits and is an important 3M customer. Local citizens and public officials are sharply divided on the proposed deal.

The Wal-Mart CEO has challenged his company to do more to help mankind. The British subsidiary, ASDA, is reviewing its activities in the environment/social arena.

A123 Systems, the largest manufacturer of lithium ion batteries in North America, is producing and selling batteries for electric vehicles in China and electric buses in Europe and America. It just opened two plants in Michigan, partially funded by a grant from America's stimulus fund. At the same time, the company is expanding its business in large, grid stabilization systems, in California, Chile and New York. The simultaneous pressures of these two businesses, plus dozens of potential deals pending, are testing the company's management skills, cash reserves and abilities to execute.

ABN AMRO Global Banking Group developed its risk management function in response to expansion, and increasingly focused on environmental and social risks. The head of the function needed to influence policies and business decisions in a highly decentralized context in which major country business units such as Brazil, India, and the United States operated relatively independently. Highlights the history of environmental and social responsibility at the bank, links to business performance, and the leadership skills required for a corporate staff head to influence change.

Acciona, S.A. is a global infrastructure and renewable energy conglomerate that is publicly traded in Spain and controlled by the Entrecanales family. In 2006, the company joined the highly politicized cross-border takeover battle for Spain's largest electric utility, Endesa, by acquiring a 10% stake that it subsequently built up to 21%. Other interested suitors were E.ON and Enel, the largest electric utilities in Germany and Italy, respectively. In March 2007, Acciona's executive chairman Jose Manuel Entrecanales is considering three strategic alternatives: tendering its shares?and realizing a capital gain of ?1.2 billion, 13% of Acciona's market capitalization; holding out as a strategic but minority shareholder in Endesa; or negotiating an agreement with Enel and/or E.ON.

Burlington Northern (BN) hauls low-sulfur coal from the northern Great Plains to electric utilities in the Midwest. Acid rain legislation may affect the geographic scope of BN's markets. Railroad managers need to assess the economic effects of acid rain controls and their chances of influencing the controls' structure.

The Southern Co., an electric utility, is planning its compliance with the 1990 amendments to the Clean Air Act. The Act established a system of tradeable permits for sulfur dioxide emissions. The company must decide whether to install pollution control equipment and generate excess permits for sale to other firms, or to emit larger quantities of sulfur dioxide, save capital costs, and purchase pollution permits. Can be used to teach discounted cash flow analysis of a make versus buy decision. Also raises issues of expected cost minimization, questions of economic and political uncertainty, and the value of flexibility.

In addition to the issues of expected cost minimization elucidated in Acid Rain: The Southern Co. (A), problems involving regulatory uncertainty are critical to the firm's Clean Air Act compliance strategy. The regulatory uncertainty affects, and is affected by, the uncertainties about the price of allowances to emit sulfur dioxide. Provides additional information on the regulatory risks and uncertainties confronting the Southern Co.; permits exploration of the relations between federal environmental regulation and state-level regulation of rates of return.

Describes the dilemma facing Advanced Energy (AE), a $6 million nonprofit engaged in energy conservation in North Carolina. Most of the money for its programs comes from a Public Benefits Fund (PBF) enacted by the state legislature. With renewed effort by activists in 2006 to expand AE's role, there was a possibility of the PBF swelling to $50 to $80 million. Naturally, this put AE at conflict with electric utilities wanting to engage in efficiency programs as part of their overall business offering.

By October 2010, American Electric Power, the largest coal-fired, electric utility in the United States, had been operating a carbon capture and sequestration pilot plant for one year. Using a proprietary, Alstom chilled ammonia technology, AEP was capturing and sequestering 90% of the carbon dioxide in a small waste stream at its Mountaineer plant in West Virginia. As part of its larger carbon reduction strategy, AEP was launching construction of a $680 million demonstration plan, partially funded with DOE money. Mike Morris, AEP's chairman, was frustrated though, that Congress had not passed a cap-and-trade bill, and was worried how he would recover AEP's share of this huge investment. Could he find partners in this cutting-edge demonstration, or at least, add it to his utility rate base?

In the United States, genetically modified corn and soybeans are now widely grown and consumed. In Europe, however, they have been dubbed "Frankenstein foods," shunned by packaged food manufacturers, and subjected to a host of governmental restrictions. This case provides information on the economics and politics of agricultural biotechnology. It emphasizes the divergent attitudes in the United States and Europe about how the technology ought to be regulated and highlights the resultant strategic dilemmas for companies in the business, including DuPont, Monsanto, and Novartis. Students can analyze the technology and its regulators from both a normative public policy standpoint (i.e., asking what sorts of regulatory institutions would enhance social well-being) and the point of view of positive political economy (i.e., asking how the regulatory system is likely to evolve given the current institutional setup and the interests of the various public and private players). Raises questions of how firms can develop strategy under conditions of extreme regulatory risk.

A retired bank CEO, one of Turkey's most admired leaders, wants to start a leadership institute to develop emerging leaders in the eastern Mediterranean region. Describes his biography and values, the models he established for excellent financial performance and corporate social and environmental responsibility at the bank, and his attempt to partner with an American university to establish the institute. His first approach did not work; what should he do now?

In 2006, the Bill and Melinda Gates Foundation and the Rockefeller Foundation joined together to form a new organization, AGRA, to tackle the historic challenge of increasing agricultural production in Africa. Launched with much fanfare and led by former U.N. Secretary-General Kofi Annan as chairman of the board, AGRA sought to help millions of African farmers and their families achieve food security and lift themselves out of poverty. By 2008, AGRA had assembled a strong leadership team and had funded numerous small projects ranging from seed development to education. However, it needed to secure additional funding from public and private donors, gain the cooperation of governments, and catalyze private markets to achieve its goals.

Robert Venter, second-generation Chief Executive (CE) of family-owned Allied Electronics Corporation Ltd (Altron), considered the pros and cons of more clearly linking the firm's compensation system to sustainability performance. In June 2011, Altron, a conglomerate headquartered in Johannesburg, South Africa, controlled more than 200 companies in Africa, Europe, the US, the UK, Australia, and the Far East. More than 14,000 employees designed, developed, manufactured, and marketed a range of telecommunications, electronics, power electronics, and information technology systems and products. Having made a clear commitment to sustainable development, Venter was confident that the commitment was shared across the senior management team. However, there appeared to be more acceptance in the operating units for meeting financial targets than for meeting sustainability targets. Did the existing incentive structure send the correct message about the sustainability-oriented corporate strategy? Looking at the reshaped strategic themes, Venter considered the pros and cons of more clearly linking the firm's compensation system to sustainability performance.

Describes the challenges of using the Balanced Scorecard to implement a triple-bottom-line strategy for delivering excellent economic, environmental, and social performance. The owners and senior executive team of Amanco, a producer of plastic pipe and complete water treatment systems, want strong financial returns but are also deeply committed to improving the environment and making a difference in people's lives. Robert Salas, CEO, wants a management system that communicates and motivates Amanco's three high-level goals. Initially, he creates a simple scorecard of measures, but he soon migrates to developing a strategy map and Balanced Scorecard that places economic, environmental, and social objectives as the highest-level objectives. He faces the challenges of cascading the corporate Balanced Scorecard to operating units throughout Latin America and how to develop better measures of social and environmental impact. Salas must also address whether he can sustain Amanco's balanced strategy while entering the Brazilian market, where he faces an entrenched and much larger competitor.

In 2009, Amyris Biotechnologies was building a plant in Brazil that used synthetic biology to convert sugarcane into both renewable fuels and renewable chemicals. The Amyris' marketing team was investigating the commercial interest for both types of products, while the research and development team and the operations group were building processes that could accommodate both as well. CEO John Melo hoped to have commercial product available in 2011; however, he realized that pursuing both chemicals and fuels added even more complexity to a business that was already executing multiple development steps in parallel. The case looks at the various strategic and operational decisions facing Melo as he planned the company's optimal commercialization strategy.

<p>The mining giant Anglo American attempts to differentiate itself through its social performance, yet public expectations are still growing. Maintaining a "social license" to operate was increasingly challenging and critical to business success.</p><p>The case considers Anglo American's options to stay in front of these trends. How can the protagonist promote greater professionalization of social performance inside the organization, and greater integration with business decisions?</p><p>The organization was also under pressure to increase social investments as part of the company's social license. Could significantly more value?for the company, host governments, and local communities?be created by leveraging the company's core operations, such as increasing the amount of goods and services purchased from local suppliers?</p>

Valuation of a pre-revenue biotech company at IPO using probability trees and real option techniques. Company is based in Massachusetts and lists in London on AIM. Products are genetically-modified fast-growing salmon for fish farmers and disease-prevention drugs and diagnostic kits for farmed shrimp.

The case explores the rapid and highly effective turnaround at AREVA's transmission and distribution (T and D) business by focusing on the division's operations. The division was struggling in 2004 when newly-appointed CEO Philippe Guillemot and his team improved performance substantially by focusing on four levers? industrial footprint realignment, competitive sourcing, process efficiency, and a competitive product offering. In 2008, the case challenges students to identify the best path forward. How can the progress achieved from 2004 to 2007 be sustained? AREVA T and D hopes to surpass ABB and Siemens in sales and profitability by focusing on superior product offerings, through "customer intimacy" (e.g., involving customers in new product development) and developing a reputation for environmentally friendly behavior. What is the role of operations management in this context?

Arup, an engineering firm, collaborated with PTW Architects and China Construction Design Institute to develop a design for the 2008 Beijing Summer Olympics Aquatics Center design competition. Their winning concept for the Water Cube combined elements of Chinese culture with innovative materials and sustainability requirements. The multidisciplinary and cross-company team, based in Sydney, Australia with counterparts in Beijing, faced project management challenges and cultural differences. The Water Cube became an iconic image during the Olympics, and managers at Arup now wonder how to leverage the impact within the company.

For Asian Agri and other Indonesian palm oil producers, the future promised rising demand from fast-growing Asian populations, but also intensifying criticism from environmental groups. With the highest yield and lowest production cost of any edible oil, palm oil constituted an abundant, inexpensive source of food for Asian and, to a lesser extent, international markets. Its production had soared from 1970 to 2010, sparking concern from environmentalists over the conversion of high-value conservation land in Malaysia and Indonesia (where nearly 90% of palm oil was produced) into palm oil plantations. Critics had intensified their campaigns in recent years, urging?at times successfully?packaged food makers and investors to boycott palm oil suppliers accused of environmental mismanagement. While noting that some accusations were unjustified, palm oil producers argued the industry was making strides towards greater sustainability and cited the unique advantages of palm oil: it was free of unhealthy trans fats, for example, and required less land to produce more oil than any known substitute. Asian Agri, an established Indonesian palm oil grower and exporter, had thus far avoided public scrutiny. The company was a key source of employment in many rural communities, had extensive experience negotiating the complex Indonesian regulatory environment, and was moving to certify its operations according to industry-set sustainability guidelines. In 2010, Asian Agri appeared well positioned to capitalize on the growing palm oil market, but the broad-strokes vilification of the palm oil industry was a source of serious concern. In the face of great uncertainty, the management team needed to devise a strategy for the future.

Having begun improving the environmental performance of its own operations, Aspen Skiing Company is considering "greening" its supply chain and lobbying for greenhouse gas regulations. A world renowned ski resort vulnerable to global climate change, Aspen's activities often garner media attention, which can promote its causes. But these initiatives, which attempt to compel other firms to improve their environmental performance, risk a public relations backlash and charges of "greenwashing" given that Aspen's ski resorts are themselves environmentally intensive operations.

A Swedish light bulb manufacturer reviews its strategy to better compete against large global multinationals.

The case describes Aviva Investors' engagement strategy with companies and stock exchanges to improve its sustainability performance and the flow of sustainability related information to markets. Aviva Investors, a GBP 259 billion fund, is the investment arm of the large British insurance company, Aviva plc. Aviva Investors is committed to sustainability under the leadership of its CEO, Paul Abberley, and head of sustainability research and engagement, Steve Waygood. The case describes Aviva Investors' policies on materiality, engagement, and its corporate responsibility voting policy. It then explores how the company is implementing these policies in the case of a particular company, the FTSE 100 diversified mining company Vendanta, and the Sustainable Stock Exchange Initiative under the sponsorship of the UN Principles for Responsible Investment.

ABN AMRO REAL made corporate social responsibility central to its brand, adding to customer focus and reflecting its values. Leaders developed the Bank of Value theme and implemented it through activities such as microfinance in poor communities, environmentally oriented lending products, socio-environmental screening of customers and suppliers, employee diversity, and reduction of waste and recycling. Now the fourth largest private bank in Brazil, its top leaders are assessing the first four years and wondering what to do next, as competitors adopt similar practices, reducing its competitive advantage, and as it wants to ensure its impact on social change in a country with daunting social problems

In September 2001, Armando Codina, the CEO and chairman of Codina Group, is facing the decision of whether to go ahead as planned with its $220 million Beacon Lakes project, a 6.6-million-square-foot warehouse and office park in Miami's Airport West submarket. Although his firm has already spent more than two years and almost $2 million to get the project underway, the various obstacles ahead make him ponder whether to continue. Codina feels that an unsuccessful project could hurt his otherwise untainted career. Among the issues facing him: the uncertainty regarding the expansion of the Urban Development Boundary line to the west to include the site of the project, which is currently zoned to prohibit any type of development, and the heated environmental debate regarding the site's proximity to the Northwest Wellfield Protection Area and the Everglades National Park. Codina needs to analyze fully the economics of the deal, taking into account market conditions as well as the ultimate profitability of the project given the concessions that he is willing to make. Includes color exhibits.

Better World Books, a young start-up, provides a socially conscious alternative to Amazon, collecting and selling used books to keep them out of the waste stream, while donating a portion of their profits to support global literacy efforts. The case presents an emerging new business model: the for-profit "B corporation" designed to combine profits and mission. Founder Xavier Helgesen struggles with how to price his products to capture the value of their social good; how to manage multiple channels of distribution, including selling direct to consumers; and managing the social impact of negative public perceptions on the business once the company turns profitable.

In the years since independence, tiny, landlocked Botswana has gone from being one of the world's poorest nations to becoming a stable, prosperous state, blessed with the highest sustained growth rate in the world. This case highlights the role that foreign direct investment (FDI) has played in this success, as well as how strong local institutions have helped to harness the benefits that the foreign investor--here, the giant De Beers company--has brought. Also, examines how Botswana was able to avoid the natural resource curse that has haunted so many other resource-abundant countries.

This case starts by reporting various factors that may have contributed to the massive Macondo oil spill, noting that BP, its partners and the government all made decisions that helped cause the accident. It then discusses the response to this spill by BP and the government. This helps provide some context for the decision by the Obama administration to request $20 billion for a fund from BP and for BP's willingness to go along with this request. The case also depicts BP's safety record before this spill, which may also have contributed to the creation of this fund. After this, the case describes the various ways in which the U.S. government is involved in offshore oil, starting from the leasing of tracts, the regulation of drilling and the assessment of fines and damages. To provide a contrast with BP's payments, the case depicts the payments made by Exxon after the Exxon Valdez spill. The U.S. regulatory regime is then briefly compared with regimes in other countries. After a brief description of the way the fund set up by BP sought to distribute funds and of the temporary moratorium that followed the spill, the case ends with discussion of possible regulatory responses.

Brazil's secretary of trade and production for the Ministry of Agriculture, Pedro de Camargo Neto, has won a WTO sugar decision for Brazil against the EU sugar policies. Analyzes what this decision will mean to world food policies, especially those of the EU and the United States. The ruling strengthens the WTO as a decision maker with respect to fair trade policy. The issue is what actions will the various private and public decision makers now take to make this ruling work and not put too big a burden on any one segment of the economy.

Describes Terrapin Bright Green, an environmental consulting and strategic planning firm, and its approach for creating integrative, systematic solutions to green-building conundrums through consulting, research, and policy-related activities. Emphasis is placed on the role of integrated design and the intensive team-based "charrette" process in Terrapin's consulting work as well as on the design trends of biophilia and biomimicry. The case focuses on the sustainable redesign of 111 8th Avenue, New York, New York, to explore the challenge of managing strategic, intangible services in the context of Terrapin's more concrete focus historically. A serendipitous discovery leads the founders to consider how the firm could systematize its process while maintaining the flexibility that made it successful.

Presents data on opportunities to conserve energy in buildings, which account for about a third of all energy use. Encourages readers to think about the impediments to energy efficiency in the buildings sector and the ways in which entrepreneurs can profitably surmount the obstacles.

A global agribusiness company based in Brazil must develop a new strategy for worldwide operations.

In 2007, Bunge, an agribusiness company, had over $26 billion in worldwide sales and was considered, along with Cargill and Archer Daniels Midland (ADM), one of three very integrated worldwide agribusiness companies. Headquartered in White Plains, NY, the company has traditionally possessed a strong presence in Brazil. Describes Bunge's tradeoff between efficiency of global operations and local responsiveness in an uncertain business environment. New world developments were effecting Bunge directly: high oil prices, a growing demand in emerging economies like China and India, and the possibility of agribusiness companies competing successfully in the production of biofuels. Bunge had traditionally followed an organizational model that was integrated but decentralized, trying to strike a balance between the efficiency of a global entity and the speed of local businesses. What would be the best strategy for Bunge to respond to the external changes imposed by high energy prices and increasing demand from emerging economies? How aggressively should Bunge invest in the rising biofuels markets?

As CEO of the world's largest oilseed processor, Alberto Weisser of Bunge must not only decide how quickly to expand in fast-growing markets of Eastern Europe and Asia, but also how best to leverage the firm's global footprint and leadership position. The firm is anticipating expanded demand for meat and oils in Asia, increased world trade in agricultural commodities and processed goods, increased volatility, and the possibility of new biotechnology-based products with special quality traits that will require segregated, identity-preserved supply chains from farm to food customer. Bunge is unique because of its focus, its integration from farm to consumer, its commitment to partnering, and its management style that emphasizes decentralization and local entrepreneurship.

Rapid growth is pushing Burt's Bees' natural personal care products into mass distribution channels, with products and brand elements that are less quirky, more commercial than they used to be. Indeed, CEO John Replogle believes that by focusing on efficacious, natural, and unique ingredients, and also by promoting earth-friendly production processes, Burt's Bees will impose superior product expectations and win over the mainstream personal care category. Can Burt's Bees become the "Starbucks of personal care" without distancing itself too much from the people, values, and narratives that have made the brand successful thus far?

C12 aimed to build not only a company, but an entire industry around carbon capture and sequestration (CCS). "You change the world by building a market, and you build a market by building a profitable company that other people copy," said Dawe, C12 Energy's CEO. "In the energy business, you build a company one project at a time. Moving forward with this first project is where we hope to begin to change the world."

The case describes the development of Caesar's sustainability initiative program, the effect of the initiative on employee engagement and motivation, and on customer satisfaction.

Brent Constantz, founder, CEO, and president of Calera Corporation, felt a surge of optimism as he gazed at the recently commissioned prototype flue gas processing line at Calera's R&D facility in Moss Landing, California. It was late May 2009, and Calera was an early-stage venture-backed company headquartered in Los Gatos, California with a promising vision to reverse global warming and ocean acidification by adapting one of nature's oldest processes: carbonate mineralization.

In 1993, Calgene is on the verge of introducing the world's first genetically engineered plant product--a tomato will taste better and stay fresh longer. At the same time, it is using biotechnology to produce improved plant products for the cottonseed and the industrial and edible oil markets. As it develops and brings these products to market, however, it faces a series of marketing and public relations hurdles, including regulatory requirements consumer education activist resistance to production, and distribution logistics. How Calgene reacts to these challenges may determine whether it succeeds or fails in its quest to revolutionize the business of agriculture. A rewritten version of an earlier case.

Larry Smarr, the founding director of the California Institute for Telecommunications and Information Technology (Calit2), reflects on the Institute's past 10 years of successes and challenges. In 2010, more than 700 university scientists, artists, engineers, and social scientists and over 300 non-university partners are associated with the Institute. Innovative and multi-disciplinary research projects are being carried out in diverse fields such as environmental monitoring, human/robotic communication, digital archaeology, nanotechnology, life sciences, information technology, and telecommunications. Calit2 was one of four new research initiatives created in 2000 in a partnership between the State of California, the University of California, and California industry in order to foster and drive entrepreneurial business growth and expand the California economy into new industries and markets. Calit2 was the result of a partnership between both the University of California, San Diego and University of California, Irvine. As Calit2's first decade comes to a close, Smarr considers the future of the Institute and, in particular, its leadership and sustainability.

The California Public Employees' Retirement System (CaIPERS)?the largest public pension fund in the U.S.?had adopted a new principles-based approach to investing in emerging market equities in November 2007. Previously, CalPERS internal and external money managers were prohibited from investing in certain developing countries because the countries failed to meet certain standards for political stability, human rights, market regulation, etc. The new principles-based approach would allow CalPERS money managers to invest in companies that were financially attractive and competitively positioned provided their business practices were sound from an environmental, social, and governance (ESG) perspective regardless of where they were located. By allowing investment in these types of companies regardless of where they operated, CalPERS had hoped to improve its investment returns. The case is set in January 2009, a little more than a year from the time the principles-based approach had been adopted. It is a good time to review the implementation process and how the new principles-based approach changed CaIPERS' emerging market equities portfolios and their returns. The case focuses on one of CalPERS' external fund managers, Dimensional Fund Advisors (DFA), and a service provider to DFA and CalPERS, KLD Research and Analytics. One question facing CalPERS with this new approach is whether to invest in PetroChina, which had been off-limits previously due to the screening criteria that were used to identify which countries qualified for emerging markets investments. The case also raises the issue of the difference between "value" and "values" investing and the future importance of ESG investing.

Cape Wind has proposed placing a 170-tower wind farm, with each tower more than 400-feet tall, in Nantucket Sound. Not surprisingly, public reaction is mixed. Some view the wind farm as clean, renewable energy. Others view it as an eyesore and a desecration of a valued public resource. Other attempts at wind farms in the United States have run into similar resistance. Although the public can agree that wind power is a good idea, no one wants a wind farm in their community. How can firms overcome this type of resistance to change?

Cape Wind is an extreme example of NIMBY--not in my backyard syndrome. This is the first offshore wind project planned for the United States, in Nantucket Sound, just south of Cape Cod, Massachusetts. Initially proposed six years ago, in 2001, the wind farm would be visible from Hyannis port and Osterville, two affluent communities. The coastal residents of those towns have led a campaign in Massachusetts and in Congress to thwart the efforts of Cape Wind. This case introduces the global wind industry, the rationale for wind, and then carefully reviews the various issues associated with the project.

Dr. David Keith, President of Carbon Engineering, a company based in Calgary, Alberta, is commercializing a technology to capture carbon dioxide (CO2) from the atmosphere. The company plans to market the captured CO2 to produce low carbon transportation fuels in markets such as California where regulation, derived from a state law designed to manage climate change, restricts the maximum carbon intensity of transportation fuel.

Akhil Patel is passionate about his business idea: an innovative green technology fuel cell. He wants to dive in and commit to his startup, but his fiancée is much more risk averse, his parents don't approve of the startup, and Akhil has an enticing alternative offer from a prestigious consulting firm. Should Akhil follow his dream and become an entrepreneur? Or should he take the "safer" consulting job?

Akhil Patel is passionate about his business idea: an innovative green technology fuel cell. He wants to dive in and commit to his startup, but Roopa Rao, his fiancée, is much more risk averse, his parents don't approve of the startup, and Akhil has an enticing alternative offer from a prestigious consulting firm. Should Akhil follow his dream and become an entrepreneur? Or should he acquiesce to the other forces in his life and take the "safer" consulting job? This is a companion case to Career at a Crossroad: Akhil Patel, HBS No. 812-010, giving Roopa Rao's point of view.

Champion's forest products division owns timberlands, sawmills, and plywood mills in the Pacific Northwest. The listing of the northern spotted owl as an endangered species, and restrictions on exports of logs from state-owned lands, have disrupted the stumpage, log and product markets in which Champion competes. Tag Edwards, executive V.P. for forest products, needs to decide how to respond to these regulatory changes, using economic data and political information.

Laurie Marker, head of the Cheetah Conservation Fund, is trying to form a for-profit institution, the Bush Project, to control the bush encroachment problem in Namibia. Bush encroachment not only destroys the general ecosystem, but it also has a harmful impact on the Cheetah population. Although USAID has provided some initial funding for the project, it will survive in the long run only if it is financially successful. Marker must determine whether the Bush Project is financially viable. This case introduces the reader to the tension between business and the environment in an emerging market.

Oil giant, Chevron, faced numerous challenges on environmental, social and governance (ESG) grounds in the first decade of the 21st century, including some major lawsuits and actions by NGOs. The case describes those challenges and raises questions about what is the optimal response on the part of the company in order to ensure future growth and profitability, and how those challenges are going to affect the future competitiveness of not only Chevron but of the whole oil and gas sector.

Describes energy and environmental policy in China during the period 1980-1993. China has implemented ambitious plans for electrification and the substitution of fossil fuels (mostly coal) for biomass. The environmental consequences of these changes, at the local and regional levels, have been pronounced; the long-term global consequences of Chinese energy development are also thought to be significant. Chinese environmental policy has been aimed largely at mitigating the worst local and regional impacts. Raises several questions: the degree to which energy shortages or environmental problems will constrain China's future growth; the degree to which environmental quality is an important objective of Chinese policy; and the possible roles that Western governments and firms might play in developing and implementing sound energy strategies for China. Teaching Objective: To analyze the effects of governmental energy policies on local air pollution and on global atmospheric problems, to think about problems of environment and development, and to analyze the relationships between host governments and foreign firms in the energy sector.

In early 2010, cleantech investment pioneer Tsing Capital was planning for the China Environment Fund IV and considering how to maintain its commitment to social and environmental practices. Tsing Capital embraced its philosophy of "Doing Well by Doing Good" and developed a proprietary system to manage social & environmental functions throughout the investment process. Some of the specific questions examined in the case are: with a more diversified investor base, how could the firm balance the different expectations of investors and continue to achieve "Doing Well by Doing Good"? Despite the increasing importance of social & environmental practices, they also had a cost for the firm and its portfolio companies. How could the firm most effectively motivate its portfolio companies to actively integrate social & environmental practices with their strategies?

A leading Chinese energy firm, active in coal mining and electric power generation, analyzes coal-to-liquids technology in light of energy security and environmental concerns.

As China's largest homebuilder, China Vanke Co. Ltd. (Vanke) was facing an industry downturn sparked by strong government intervention. Faced with falling prices, Vanke's president must decide whether to keep the company's pricing and product positioning intact, and how aggressively to pursue its greener building strategy. Follow-up cases present additional decisions, including how, and how aggressively, to improve safety and quality (A-2), and whether to expand into other asset classes, such as commercial real estate.

Based on extensive interviews, this case discusses the environmental policies of a successful firm in the specialty chemicals business. Executives at Ciba have differentiated products along environmental lines and have used environmental scrutiny as a tool for cutting costs. Discusses these initiatives and also the firm's efforts to improve its management of environmental risk. Calls attention to the relationships among environmental policies, the competitive position of the firm, and the firm's overall strategy.

Clearwater was trying to market value-added products in a traditionally commodities based industry while facing supply uncertainties and regulatory, environmental, and foreign exchange challenges. Clearwater harvested shellfish from the Canadian Atlantic fishery and sold this in markets around the world. They prided themselves on their sustainable fishing practices, which were not the norm for the industry. Seafood buyers traditionally bought on price. Clearwater's innovations and technology investments enabled it to produce a higher quality, value-added product, but it faced the challenge of convincing buyers to pay a premium price. Their products originated from a wild resource under government regulations which limited the size of the catch by both the industry and Clearwater. In recent years, Clearwater operated in an environment with a rising Canadian currency. This reduced profitability because Clearwater's costs were in Canadian currency while its sales where largely in other currencies. The case also discusses the challenges of maintaining a sustainable fishery and uses the collapse of the cod fishing industry as an example. Clearwater was founded in 1976, it went public in 2002, and was still managed by its two founding partners in 2006.

With many countries facing scarcity of freshwater and farmable land, Brazil decided to leverage its wealth of both resources to attract global agribusiness players to the historically poor Sao Francisco Valley (SFV) in the country's northeast. To do so, Brazil was instituting its first public-private partnership (PPP) in irrigation at Pontal, a partially built irrigation project in the SFV. In exchange for partial reimbursement from the Brazilian government and free use of 30,000 hectares land for 25 years, the private-sector partner would finish constructing the irrigation infrastructure and establish agricultural operations on the project; the partner was also required to integrate some local smallholders into the production chain. In December 2009, Codevasf was almost ready to start accepting bids for Pontal. For Clementino de Souza Coelho, director of infrastructure for Codevasf, the stakes were high: if successful at Pontal, PPPs could be replicated throughout the SFV, transforming the historically poor region into an agribusiness hub, as well as be a model for the rest of the world.

This case is about Colbún, Chile's second largest electricity generator, which is facing significant uncertainty regarding the cost and availability of alternative energy sources. Problems with the contracted supply of natural gas and the volatility of oil prices, coupled with pressure from collective activists, force Colbún to revise its business strategy and its sourcing mix. The case also deals with the pros and cons of various energy sources in view of their perceived environmental impact. The company's CEO, Bernardo Larrain Matte, has to take all these different considerations into account when planning Colbún's future, especially in the light of new opportunities and challenges posed by global climate change. The case analyzes the operations of Colbún to illustrate the complexities associated with conducting business under the influence of global energy markets, political uncertainty, and environmental activism.

This case is about Colbún, Chile's second largest electricity generator, which is facing significant uncertainty regarding the cost and availability of alternative energy sources. Problems with the contracted supply of natural gas and the volatility of oil prices, coupled with regulatory changes made by the government, force Colbún to revise its business strategy and its sourcing mix. New legislation will replace historically regulated electricity prices for certain customers with free market prices and therefore change the conditions under which the company must operate. The case also deals with the pros and cons of various energy sources in view of their perceived environmental impact. As the company's CEO, Bernardo Larrain Matte has to take all these different considerations into account when planning Colbún's future, especially in the light of new opportunities and challenges posed by global climate change. The case analyzes the Chilean electricity sector and the operations of Colbún to illustrate the complexities associated with conducting business under the influence of global energy markets, government regulations, and environmental activism.

This case is about Colbún, Chile's second largest electricity generator, which is facing significant uncertainty regarding the cost and availability of alternative energy sources. Problems with the contracted supply of natural gas and the volatility of oil prices, coupled with regulatory changes made by the government, force Colbún to revise its business strategy and its sourcing mix. New legislation will replace historically regulated electricity prices for certain customers with free market prices and therefore change the conditions under which the company must operate. The case also deals with the pros and cons of various energy sources in view of their perceived environmental impact. As the company's CEO, Bernardo Larrain Matte has to take all these different considerations into account when planning Colbún's future, especially in the light of new opportunities and challenges posed by global climate change. The case analyzes the Chilean electricity sector and the operations of Colbún to illustrate the complexities associated with conducting business under the influence of global energy markets, government regulations, and environmental activism.

Presents the history and evolution of the EU Common Agricultural Policy, from early price supports to the 2003 decision to "decouple" payments to European farmers. Explores the logic behind agricultural supports, with a focus on the economic, political, and cultural context of French farming. Discusses efforts to reform the CAP in the context of the Doha Round of WTO negotiations against the backdrop of European enlargement.

This case provides an opportunity to examine and discuss how a traditional Chinese private business was launched and developed into a globalizing, multi-industry corporation. It also highlights how second generation entrepreneurs successfully developed an innovative industry model to sustain a green and profitable business, how the company valued, motivated and retained its talent, and how Chinese private enterprise can go global.

This case describes how a company improves resource efficiency and process quality in its manufacturing process by developing a waste by-product into a new product. The case describes how CCP cleans production equipment between batches using styrene, which becomes a costly hazardous waste. Having worked on minimizing waste for the past 20 years, CCP believed it could not reduce the use of styrene without risking product quality. Instead, CCP was exploring the development of a by-product from its "rinse styrene," but faces uncertainty regarding the operational, financial, and environmental implications of doing so. This case contains data to support quantitative analyses of financial, operational, and environmental issues including some basic life-cycle analysis (LCA) calculations that focus on greenhouse gas emissions.

Located in the highlands of Peru, the Tintaya copper mine has long been a source of intense conflict between local community members and mine operators. The mine, which was owned and managed first by the Peruvian state and later by BHP Billiton, stands on 2,300 hectares of land expropriated from local subsistence farmers. In 2000, to contest this loss of land, mining-related environmental degradation, and allegations of human rights abuses, a coalition of five indigenous communities forged an alliance with a group of domestic and international NGOs to build their case against the BHP Billiton and pursue it directly with the company's Australian headquarters. The outcome of these efforts was the inception of a unique corporate-community negotiation process known as the Tintaya Dialogue Table. In December 2004, after three years of negotiation, BHP Billiton and the five communities signed an agreement compensating families for lost land and livelihoods and establishing a local environmental monitoring team and community development fund. However, just as the company resolves one conflict, another group of local stakeholders emerges with new demands-ones that the company may not be able to meet. The conflict with this new group culminates in a violent takeover of the mine in May 2005, whereupon BHP Billiton staff are forced to shut down operations, abandon the mine site, and devise a new strategy for winning back local support.

The Cosan case introduces students and executive education participants to political economy and business strategy in the biofuels industry. Cosan, based in Brazil, is the largest grower and processor of sugarcane in the world and the largest sugar and ethanol producer in Brazil; it is also the world's largest exporter of ethanol for vehicle fuels. Rubens Ometto, Cosan's CEO, has staked out a leading position in the Brazilian ethanol and sugar industries by virtue of his efficiencies in agricultural production and in downstream logistics. He now needs to consider whether, and how aggressively, to expand abroad, either with production facilities or by exporting Brazilian output. He also needs to decide the appropriate vertical structure for the firm: whether he should be involved more extensively in agriculture, processing, distribution, or retail. The answers to these questions depend on his views of the future of the industry and on the governmental institutions that will affect the distribution of value along the value chain.

Herman Miller decided to implement the cradle-to-cradle (C2C) design protocol during the design of its mid-level office chair, Mirra. The C2C protocol was a set of environmentally friendly product development guidelines.

Cree, a North Carolina-based maker of light emitting diodes (LEDs), has just introduced its first consumer product?an LED light bulb. It is designed as an energy efficient replacement for the ubiquitous incandescent light bulb. But given that it is an unfamiliar technology and that it costs ten times what an incandescent bulb costs, there are questions about how best to promote adoption and what sales level might be expected.

After its founding in the late 1980s, Cree Inc. quickly grew into a major player in the emerging LED market. By 2007, technological improvements in LEDs had made them suitable for TV, computer, and mobile "backlighting"; and concerns over global warning led to calls to shift to more energy-efficient sources of general lighting (which favored LEDs, as they were far more efficient than the traditionally-dominant incandescents). In this context, Cree faced a strategic conundrum: Should it focus on its historical expertise in manufacturing LED "chips" and components for use in other manufacturers' applications and screens, where LEDs now had established usage? Or should it instead attempt the risky venture of manufacturing its own LED light-bulbs for direct sale to consumers for general lighting? This case presents the history of Cree and information on the LED and general-lighting markets, as background for a debate on Cree's strategic choice.

Delhaize Group, the Belgian-based global food retailer, was focused on competing in the food retailing industry by developing leading positions in key markets via localized retailing strategies. Delhaize was committed to offering its customers superior value while maintaining high social, environmental, and ethical standards. For Frans Muller, Delhaize's president and CEO, the key to executing on this strategy was ensuring that the Group was developing leaders with the requisite skills and competencies. In light of this, Muller felt it was important to assess the Group's leadership development practices. Were the current training and development programs effective? What were the leadership skills that would be needed to execute on Delhaize's strategic plan, both today and in the future?

The Delhi-Mumbai Industrial Corridor (DMIC) was an ambitious $90 billion infrastructure project covering the 1483-km distance between Delhi and Mumbai. The project would create new industrial townships, high speed freight lines, six-lane expressways, airports, ports and power plants. It would also give the country a unique opportunity to plan, develop and build new cities that were economically, socially and environmentally sustainable. The DMIC could boost India's flailing manufacturing sector, increase foreign investments, augment exports, generate jobs and situate the country on a higher growth trajectory. While the project held many promises for India, there were many risks involved. Its success would depend on land acquisition and unprecedented levels of coordination across various government agencies. This case examines whether Amitabh Kant, CEO, Delhi-Mumbai Industrial Corridor Development Corporation (DMICDC), the nodal agency for planning and implementing the project, would be able to deliver on the project's promises.

Delta Electronics, the world's largest manufacturer of switching power supplies, hoped to enter the market for gasoline-electric hybrid power trains for automobiles by being a major component and subsystem supplier. While most public awareness of hybrid vehicles fell to the tier one integrated vehicle manufacturers, Delta felt it had an opportunity to enter the market via new automotive market entrants in China who had comparatively fewer capabilities and were willing to purchase major subsystems. Yet the company faced a dilemma -- a major customer wanted Delta to transfer ownership of key intellectual property as a condition of doing business. The case affords students an opportunity to consider whether a technological shift will enable what seems traditionally to be a highly integrated product design to shift to a modular architecture, and consider the implications for appropriability of returns.

A real estate developer assesses its ability to capture the benefits of investing in LEED Platinum, Vedic Design, and EnergyStar components in new buildings. The building at 2000 Tower Oaks Boulevard in Rockville, Maryland is said to be the healthiest building in the National Capital Region. Does this matter? Can the developer realize higher rents because of this? The developer performs a detailed cost-benefit analysis of energy-saving measures that overlap and reduce their cumulative benefit. They consider the impact of these measures in combination with Vedic design features (aka Vastu) on the overall health, productivity, and business success of building occupants. ?Green leases? are discussed as the developer tries to establish a leasing strategy that reflects these benefits and associated cost savings. The case takes a deep look at many of the critical on-the-ground issues involved with innovative real estate development.

Dirigo International is proposing a major expansion of their life sciences research and manufacturing facilities in the heart of a major city and middle to lower income residential neighborhood. The company and city government are seeking a development solution in the form of unique land use regulations and a resulting development strategy that weighs the financial, economic, aesthetic, and environmental impacts of the development. Companies and governments around the world often find themselves on opposite sides of land use proposals. This case demonstrates the dilemmas and tradeoffs related to private land owner rights and the role of government in seeking positive outcomes for broader society. Case students will rigorously look at issues of development density, funding responsibilities, financial capacity, land use regulation, and development politics.

Dr. Mark Post and his team at Maastricht University were perfecting their tissue culture beef product?made entirely from muscle grown in his lab?to give it the same taste, texture and appearance of a traditional beef hamburger. A previous iteration of this product had been taste tested live, with good results, and Sergey Brin, a co-founder of Google, had provided Post with much of the funding to make the burgers. The next step was to form an independent company around this technology and take it to market. This innovative product could both radically disrupt the existing beef production and supply chain, and provide an animal welfare and environmentally-friendly food that had far less of an environmental impact than traditional beef products.<br/><br/> Post faced several challenges in making this a commercially viable product though. He had to get price down, as it currently cost roughly $330,000 to make a single burger. He also had to find the right partner(s) to help him bring the product to market, but who should he work with: someone from the established beef production and supply system, a retailer, or someone entirely outside the traditional beef system? How could he expect established companies to react to this disruption of the status quo?<br/><br/> Messaging around this product was critical: How should Post communicate with the public to convey that this was a natural product?the way muscle tissue grew in his lab was the same way it developed in cattle?and overcome public skepticism of overt scientific involvement in their food?

The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to respond. The case includes information on the structure of the industry, on government regulation, and on the preferences of Chinese purchasers of automobiles, including information about environmental considerations. The short (B) case, designed for distribution in class, describes further complications, as an international dispute between the Japanese and Chinese governments created further uncertainties for Chinese consumers and hence for the carmakers. The (C) case concludes the story; it too can be distributed in class.

Doug Rauch, the former president of grocery store chain Trader Joe's, had long been troubled by the amount of food, especially fresh and healthy produce, which was wasted in the food system. Simultaneously, he was frustrated by the paradox he saw in the U.S. food system: rising food insecurity, broadly defined as a lack of access to enough food to fully meet basic needs at all times, concurrent with an obesity epidemic, suggesting that low-income communities lacked access not just to food in general, but to healthy foods in particular. Rauch believed he could build a non-profit grocery store model that took advantage of grocery stores' built-in waste and channeled that wasted food to be resold at a significant discount. Rauch faced significant challenges in the implementation and execution of his plan, notably legal hurdles related to selling products past their expiration date, marketing challenges, and convincing grocers to partner with him to combat waste. He had to carefully select a partner from a number of interested parties. Finally, he would need to change shopping, eating, and cooking behaviors of a community. In doing so, he hoped to leave a lasting positive health impact and a scalable model for change across the United States.

Dow had adopted the "Breakthroughs to World Challenges" (BWC) program as part of its ten-year 2015 Sustainability Goals. BWC was an internal award recognizing products that effectively addressed one of five world challenges: energy and climate change, sustainable water supply, decent affordable housing, personal health, and food supply. By late summer 2014, two products had been designated as BWCs and two others were set to be announced in the fall. Dow senior executives believed that Dow was creating shared value through its BWC products. As management began drafting the company's sustainability plan for 2015 and beyond, CEO Andrew Liveris confronted the question of whether to maintain, modify or terminate the BWC program.

Describes the addition of environmental, social, and governance (ESG) performance indicators to the Bloomberg terminal. The initiative grew out of Bloomberg's broader sustainability initiatives and is an example of how committed employees can create positive social change within organizations. Issues highlighted in the case for discussion include the following: How can committed employees implement an innovative sustainability initiative within a large corporation? How can ESG data be more strategic for both Bloomberg and investors? And finally, how should the ESG data industry be structured, and what impact does ESG data have on the future institutionalization of sustainability?

In 1988, the Du Pont Co. is abruptly confronted with solid scientific evidence that chlorofluorocarbons are destroying the earth's ozone shield. Du Pont, with its Freon brand product line serving markets for foam insulation, electronics solvents, and especially refrigeration, was the world's leading producer of these chemicals. Although no substitutes were currently commercially available, or even proven, Du Pont had to decide what to do. The purpose of the case is to examine how changing science and environmental problems affect competitive conditions and corporate strategy. In particular, the case examines the criteria by which companies formulate policy.

Duke Energy, an American investor-owned electric utility, confronts multibillion dollar decisions about its future fuel mix. In particular, its leaders are considering building new nuclear capacity. Whether this is sensible depends, among other things, on demand growth, capital costs, fossil fuel prices, possible regulatory or other delays in constructing the reactors, and possible future restrictions on carbon dioxide. CEO Jim Rogers believes that nuclear power makes sense from a social standpoint but also must consider the perspectives of his ratepayers and his shareholders.

Examines the corporate strategy of German energy giant E.ON. The firm is vertically integrated, horizontally diversified across electricity and natural gas, and active in numerous countries in Europe as well as in the United States. Explores the costs and benefits of the company's choices about its vertical, horizontal, and geographical scope. Considers the risks of economic regulation, increasing concerns about environmental externalities from carbon emissions and nuclear power, and political and price risks in upstream markets for fossil fuels.

This case presents the leadership challenges that Cheryl Dorsey, the president of Echoing Green, faces in early 2009. Echoing Green is a fellowship program that seeks to improve society by identifying and supporting social entrepreneurs who launch organizations to attack some of the world's most difficult problems. After turning Echoing Green around and re-building an organization almost from scratch over the last 7 years, Dorsey feels that Echoing Green is at a crossroads as it is facing much more competition. Adding to Dorsey's challenges, in late 2008 the economy is in crisis and many Echoing Green supporters are reducing or delaying their donations. In this situation, Dorsey has to decide whether, and if so how, to change Echoing Green's strategy as well as whether she is the right person to continue to lead the organization.

Eco-Motors, funded in part by Khosla Ventures, has to decide how to go to market with a new technology for internal combustion engines for automotive and industrial use. The OPOC engine has opposed pistons and is a two-stroke engine, as compared to a more traditional in-line or V-oriented 6, 8, or 12 cylinder gas or diesel engine. A two-stroke engine is cheaper to build and has higher power output than a four-stroke engine but historically has been more polluting. At present in the U.S., two-stroke engines are mostly deployed in lawnmowers and chainsaws with four-stroke engines the leaders in cars, boats, and generators. Should the company be an invention company licensing its technology; an engine designer and manufacturer selling to auto, marine, and fixed OEM companies; or a fully integrated power and transport solution? How is the value chain currently organized, what obstacles are there in going to market, and how can this company thrive with this innovation that is cleaner and cheaper than the incumbent but hard to explain and to deploy?

A commercial landlord analyzes options for funding and accomplishing energy efficiency retrofit. The situation is complicated by lease terms and uncertain effectiveness of the intervention. Students must grapple with obstacles including changing energy prices, variations in energy needed in different climate scenarios, issues in net and gross lease responsibilities, and issues in finding adequate cash flow and security to satisfy a range of possible third-party funders. The business opportunity for third-party funders is also discussed.

Brazil's national agricultural research corporation, Embrapa, has developed an integrated crop and livestock production system that will allow farmers and ranchers to intensify production and improve profitability. Broad adoption of the technology would provide the country with greater agricultural production, a major source of exports, without the need to convert additional areas of the Cerrado or Amazon to farmland. However, producers have been slow to adopt it due to the initial costs of the system and the fact that many of the benefits are beyond the farmgate. Embrapa's director of technology transfer must develop a plan to encourage adoption.

Endesa Chile, the largest electricity generation company in Chile, is building a major power plant on the Biobio River in Southern Chile. A historic conflict involving the indigenous people of the Biobio River, the Chilean government, and international conservation groups results. The conflict threatens the completion of the project and the longstanding culture and community of the Penhuenche, the indigenous people of the Upper Biobio.

EnerNOC is an energy company with an innovative business model: it serves as an intermediary between electric utilities and electricity users. It contracts with electricity users willing to reduce demand during periods of peak energy demand, and sells this as excess capacity to electric utilities. The company is facing an upheaval in the energy markets due to the dramatic growth in natural gas fracking and the resulting increase in natural gas supply. The case enables students to evaluate the EnerNOC's business model--including its environmental implications--and the potential impact of fracking on its business. The case is accessible to non-specialists, as it provides background on the electric utility industry and the debate about fracking for natural gas. Given the substantial environmental impact of the energy and electricity industries, the case is particularly relevant for courses that focus on energy, the natural environment, and environmental sustainability.

What is the best way to "sell" consulting services? Should the firm focus on key accounts? Should it have dedicated salespeople? How should the firm account for "selling" activities in its compensation plan? ENSR is an environmental consulting firm located in Westford, MA. It consults on a variety of topics, such as air and water qualit, wildlife resource management, and workplace safety. As a result, its 1,000 consultants are drawn from very diverse backgrounds. The firm's top management seeks to deliver sales and utilization growth from this complex organization. The question is how should they do it?

An early adopter of Enterprise Risk Management, energy giant Hydro One anticipated new threats and opportunities in an industry that faced climate change and carbon legislation, the deregulation of electricity markets, and the greater adoption of renewable technologies. CEO Laura Formusa felt Hydro One's risk profile had shifted, to the extent that she had to ask herself-was the strategy tenable? The case provides a rich description of Enterprise Risk Management in action and shows how Hydro One executives arrive at a shared understanding of the risk profile of the company. In the narrative a diverse group of managers (the chief executive, the chief financial officer, the head of the public relations and the chief regulatory officer) voice their views on the risks, collectively bringing a multiple stakeholder perspective to the risk profile. The case challenges students to define the problems and risks that the company faces, given its strategic objectives, its evolving risk profile, and the changing environment. The case also offers a discussion ground for defining the role of the chief risk officer and the relationship between risk management, strategic planning and capital budgeting.

Analyzes the strategy and management of Environmental Defense, a leading environmental advocacy group, emphasizing the group's activity in the energy and agribusiness industries. From a strategy formulation standpoint, the case encourages students to think of the competitive landscape that Environmental Defense confronts: the competition among advocacy groups for funding, media attention, and talented staff. Also useful to executives in businesses affected by social concerns about the environment, who will deepen their understanding of the motives and perspectives of environmental advocates and the opportunities for firms and environmental groups to work together to reach mutually beneficial results.

In 2002, Environmental Power Corp. (EPC), a small company developing renewable energy projects, was attempting to commercialize its "digester," a facility that extracted methane from manure, reduced manure's environmental impact, and generated electricity. The company addressed two promising convergent markets: the farm waste management market and the renewable energy market. One of the main challenges was to put together a financial scheme that satisfied the conflicting interests of four groups of stakeholders: the farmers who lacked cash, the investors who distrusted the electricity trading business after the Enron scandal, the utilities who resisted long-term commitments to buy electricity, and the government who was reconsidering its agricultural and energy policies. The primary challenge is to provide a process that reduces animal waste pollution and at the same time provides a positive renewable energy source.

Chevron Corp., headquartered in San Francisco, manages a worldwide, vertically integrated value chain from the oil well to the gasoline station. Mishandling of oil at any stage of production can damage the natural environment, human health, corporate profitability, or all three. But at the same time Chevron needs to be prudent about the amount of money it spends on measures to manage these risks, and environmental programs within the firm can conflict with a long-standing tradition of decentralized management. To manage risks more efficiently, Chevron executives are contemplating the use of quantitative decision tools that enable operating managers to compute rough benefit-cost ratios for various alternative risk management projects. The case focuses on the pros and cons of using such tools within the context of Chevron's overall system for environmental risk management.

In March 2013, Harold DePriest, CEO of Chattanooga, Tennessee's Electric Power Board (EPB), looked out from the seventh floor conference room across the city and the southern reaches of the Appalachian Mountains. DePriest could not help but smile while thinking about all that EPB and Chattanooga had accomplished. In 1969, two years before DePriest began working at EPB, Chattanooga was identified as the city with the worst air quality in the country. The news shook the community to action, and over the next 40 years Chattanooga underwent a nationally heralded urban redevelopment. In 2012, the transformation was punctuated when EPB completed an ultramodern Smart Grid that revolutionized the utility and created the fastest Internet service in the U.S., with speeds that rivaled those available in Hong Kong and Singapore. The innovation put Chattanooga on the map for commercial giants such as Volkswagen and Amazon and promised to underpin an explosion of high-tech entrepreneurship in the city.

In June 2003, 10 leading international banks adopted new voluntary guidelines, called the Equator Principles, to promote sustainable development in project finance. In recent years, nongovernmental organizations (NGOs) had raised issues about the lenders' responsibilities in projects that could harm the environment and/or society. Although many banks had environmental policies in place, a uniform industry standard did not exist. The principles, borrowed from and with the active support of the World Bank's International Finance Corp. (IFC), established guidelines to ensure that banks financed only projects that were "socially responsible and reflected sound environmental management practices." Some NGOs applauded the banks' efforts, others criticized the principles for reasons related to their scope, implementation procedures, and enforcement mechanisms. The Equator banks had to decide what to do next. They could try to recruit more banks (and export credit agencies), develop implementation procedures, or respond to the criticism directly.

This case examines negotiations between a company and government over natural resources. The Fijian government proposed a substantial increase in its water extraction tax that would only apply to large extractors, and thus to FIJI Water and not to its competitors. FIJI Water responded by calling the increase "discriminatory" and threatening to shut down its operations, but in the end its negotiations resulted in its agreeing to pay the tax increase.

Seeking to go beyond global best practices in reducing environmental impacts, FIJI Water, a premium artesian bottled water company in the United States, launched a Carbon Negative campaign that would offset more greenhouse gas emissions than were released by the company's operations and products. The case examines the controversies surrounding this program as well as the program's impacts on the environment and FIJI Water's brand image. The company also faced decisions regarding how to best manage its relationship with the Fijian government, which recently dramatically raised imposed export taxes and could limit FIJI Water's access to water, its primary raw material. The case enables students to better understand the challenges of implementing an environmental strategy and of negotiating with parties that control raw materials, and invites discussion of the effectiveness of various approaches and the general lessons for the management of companies seeking to operate in an environmentally responsible manner.

The Global Conservation Fund is an international nonprofit organization with a $100 million endowment and an exclusive focus on land preservation. The fund and its director must decide which projects to fund over the next year and what financing mechanism to use. Describes the fund's efforts to develop a rating system for projects and various financing options used by conservation organizations, including debt-for-nature swaps, carbon credits, and conservation trust funds. Teaching purpose: To evaluate alternative projects in a nonprofit setting and to consider alternative financial instruments to advance biodiversity conservation.

First Green Bank is a bank start-up in the midst of the financial crisis which aims to promote sustainability while making money as a bank. The case presents an ethical dilemma as it considers a loan to an arms manufacturer.

The case relates to accounting quality analysis conducted by the leading research firm Center for Financial Research and Analysis (CFRA) on companies in the solar industry with a focus on First Solar Inc. In 2009, CFRA was concerned that First Solar, like much of the solar industry, was facing deterioration in business prospects and exposed to risks arising from revenue recognition, high inventory levels, lack of customer and geographic diversification, aggressive warranty policies, excessive production capacity growth, and supply chain risks. The case places students in the shoes of CFRA analysts who need to assess First Solar's accounting quality and business prospects after the company releases its second quarter financial numbers in 2009. The case provides students with background information on the solar power industry, First Solar, data from CFRA research, and First Solar's quarterly reports and the earnings conference call to analyze and draw conclusions about First Solar's accounting practices and strength as a company. Students have to decide whether CFRA should flag First Solar as a concern and add it to CFRA's "Biggest Concerns" list. Order: http://hbr.org/search/113044-PDF-ENG

The governments of Malaysia and the Malaysian State of Sarawak need to assess possible changes in forest policy. Environmentalist pressure threatens traditional market relationships and patterns of business-government interaction. Harvest regulations, subsidies, trade restrictions, environmental controls, and property rights structures are all called into question.

Chronicles the development of Freeport's nearly 30 years of mining operations in Indonesia. Building on a mining concession awarded by the country's government, headed by General Suharto, in 1973, Freeport steadily built its mining output to nearly 200,000 cubic feet/day of ore, rich in copper. In spite of the company's attempts to address environmental issues and the stakes of indigenous people, critics were unimpressed by the company's efforts to improve. With the toppling of the Suharto regime in 1998, the company has to survive under a new government.

The challenges faced in establishing hydrogen fuel cell-powered transportation in the United States, which promises to reduce greenhouse gas emissions and dependence on imported oil is examined. Foremost among these challenges is a "chicken-and-egg" dynamic: consumers will not buy hydrogen-fueled vehicles until a nationwide network of hydrogen refueling stations is available, and such a network will not be supplied without a critical mass of vehicles. Explores efforts of the George W. Bush administration and the U.S. Department of Energy in developing hydrogen fuel cell technology and infrastructure and in overcoming the chicken-and-egg dynamic. Also covers industrial policy and tax regimes in the United States, Japan, and the European Union and the efforts of automobile manufacturers to develop environmentally friendly transportation.

Takes place in Chihuahua, one of Mexico's largest and most industrialized states, located in the northeastern region of the country. Despite its relative prosperity, the state faced severe social drawbacks, both in rural and urban areas. Following a natural disaster in 1990, members of the private sector community came together to ask the government to approve an increase in the payroll tax (ISN) that companies paid, as well as the creation of a trust fund that would collect those resources and allocate them to city reconstruction efforts. Over the years, this initiative created by local businessmen to provide an emergency relief for a natural disaster developed into Fundacion del Empresariado Chihuahuense (FECHAC), a civil society organization (CSO) in charge of managing trust fund resources.

Gary Hirshberg and Stonyfield Farm is the story of one entrepreneur's vision and journey to create a market-leading, environmentally responsible business founded on the principles of product quality, organizational alignment, and sustainability. A former environmental activist, Hirshberg built Stonyfield Farm (an organic yogurt maker based in New Hampshire) up from a seven-cow operation into a business that in 2010 had $360 million in annual revenues. The narrative pays particular attention to the early, turbulent years of the yogurt company and the excitement and uncertainty of entrepreneurial life. The case also details the supple, innovative marketing the company created to expand its customer base, the means it devised to cultivate and maintain customer loyalty, and the strategies it employed to penetrate the highly competitive yogurt and dairy categories nationwide. Throughout, readers will encounter the challenges that Hirshberg, his colleagues, and his family confronted as they all worked to create a business with a firm commitment to both sustainability and high quality?a commitment rooted in Hirshberg's dedication to spreading the "gospel" of organic production to consumers.

Examines the investment process of Generation Investment Management, a "sustainable" investing firm established in 2004 by David Blood and U.S. Vice President Al Gore. Places students in the position of David Lowish, director of global industrials, who must decide whether to recommend an investment in ABB India. The decision pits economic development?supplying energy to impoverished rural areas in India, against environmental damage?caused by the use of coal-fired power plants.

This video features interviews with case protagonists John Dineen, Brett Begole, and Pierre Compte expressing their views on the decision framed by the case. In a second part of the tape the protagonists describe what they decided to do. A third segment features John Dineen describing how he communicated his decision to key managers on different sides of the issue. And a final video segment describes the outcome of the decisions.

In September 2003, Jeff Immelt challenged the business leaders at GE to come up with "Imagination Breakthroughs," innovative new projects that would serve as the centerpiece of GE's organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products -from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a "growth leader" profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project.

Following the sudden resignation of Sir John Browne, Tony Hayward, BP CEO, must decide how global climate change management will figure into BP's corporate strategy. Climate change management was a major part of BP's strategy under Browne: In 1997 Browne broke from his colleagues, publicly declaring that global climate change was a serious problem and pledging BP to play a significant role in the search for solutions. BP successfully reduced its own carbon emissions, and championed cap-and-trade style regulation over taxation or command-and-control. Despite this progress, as the climate issue gains in political prominence and the Kyoto Protocol nears expiration, Hayward must consider what actions to take in BP's business strategy and in the political arena to manage ongoing climate risk.

Biodiversity is being lost due to the delegation of the ability to store and maintain various types of plants to governments and foundations with no or little financial base. How does one develop the resources to maintain plant diversity for the future benefit of society?

In response to new laws governing liability and several food safety scares in the 1990s, European retailers drove the creation of a universal production standard based on Good Agricultural Practices (GAP) for fresh fruit and vegetables and a third-party certification system to monitor compliance. By 2008, the GLOBALGAP standard had expanded to cover coffee, tea, livestock, and aquaculture. Over 90,000 producers in 87 countries had been certified. Looking ahead, GLOBALGAP's board and management were discussing a number of questions, including the following: should GAP include environmental and social aspects beyond food safety; what was GLOBALGAP's role outside of Europe; and how GLOBALGAP is a 'hidden asset' compared to ethical labels such as Fair Trade.

Many Chinese firms have struggled in the United States. Renewable energy is a fledgling, high-risk market. Can Goldwind USA, a leading producer of wind turbines, overcome the odds? The case examines the many strategic choices Goldwind faced as it established its first major overseas subsidiary in Chicago: building a local team around a U.S. CEO, bridging cross-cultural differences among management, overcoming regulatory hurdles, sourcing from local suppliers, and facilitating turbine sales through innovative deal structures.

GoodGuide, a high-technology start-up company, founded by University of California Professor at Berkley Dara O'Rourke is at a critical junction. The venture capital funded company has yet to find the business model to monetize a very promising product that provides consumers and manufacturers with information about the sustainability of a product.

Two members of Nike's executive team must decide what sustainability targets to propose to Nike's CEO and to the corporate responsibility committee of Nike's board of directors. Set in 2012, the case traces the evolution of Nike's approach to environmental and social concerns from its origins in student protests against labor conditions in the supply chain in the 1990s through the development of a board-level corporate responsibility (CR) committee in 2001 to the creation of the Sustainable Business & Innovation (SB&I) strategy in 2009. In this context, Hannah Jones, Nike's VP of SB&I, and Eric Sprunk, VP of Merchandising & Product, are working to finalize the company's next round of sustainability targets for presentation to the CR committee. When Nike signs on to the Roadmap to Zero, a Greenpeace-inspired initiative to eliminate the discharge of toxic chemicals into the water supply by 2020, the company's target-setting process becomes more complex. Jones and Sprunk must decide whether to recommend that Nike dial back other sustainability goals to meet the zero toxics challenge, modify its commitment to zero toxics, or find another solution.

A worldwide travel company is intrinsically exposed to risks of natural and man-made disasters. How do you organize a business for success when it must on a nearly daily basis cope with hazards ranging from minor mishaps to large-scale catastrophes? Alan and Harriet Lewis have built a successful travel company based on their idea of "extreme competitive advantage" -- and one of their core skills has to be quick and effective response when the travelers on one of their trips are exposed to flood, famine, pestilence, disease, earthquakes, tsunamis, terrorism, and other hazards yet to be discovered. What is the best way to organize so as to be able to respond quickly, reliably, flexibly, and adaptively when troubles arise?

Nearly all environmental organizations have a similar aim: to stop the degradation of the natural environment. However, the strategies which environmental organizations choose to employ are sometimes starkly different. Compares the models of two dissimilar environmental powerhouses: Greenpeace and World Wildlife Fund for Nature (WWF). Active in 100 countries, WWF works with governments, businesses, other NGOs, and communities to set up conservation programs to preserve natural habitat. In contrast, Greenpeace works to campaign for environmental change against governments and corporations and accepts funding only through individuals and foundation grants. Explores the detailed history and business models of both organizations.

Groom Energy Solutions helps organizations reduce their energy use and costs through the implementation of energy efficiency measures, which create long-term financial and environmental benefits. With early success serving customers in the cold storage and industrial manufacturing sectors, the seven-year-old company must now decide whether to continue expanding within these segments or transition into commercial retail and office buildings, which offer growth potential and unique challenges. Groom Energy must also decide which geographic regions provide the best opportunity.</br> This case study provides background on the history of the energy efficiency industry, the energy efficiency paradox, and the benefits and challenges of a business focused on implementing efficiency measures. The case is particularly relevant to courses focused on energy management, environmental sustainability, and entrepreneurship within the energy and sustainability areas.

Bimbo, headquartered in Mexico with 2008 sales of $7 billion, was one of the largest bakery companies in the world. Even as it had grown spectacularly in the last several decades, the company had earned a stellar reputation for its corporate social responsibility (CSR). As the company set its sights on international expansion, its third generation CFO, Daniel Servitje, wondered how to keep its growth and CSR objectives neatly aligned.

This case describes the waste management industry and a clean technology solution for landfill diversion and renewable energy production. The (A) case focuses on the operational characteristics of waste management and waste to energy, as well as the characteristics of the waste management industry. The intent of the (A) case is to have students perform operational analysis on the organic waste to energy process to evaluate whether a potential new plant is economically feasible and attractive. The (B) case focuses on the sourcing dilemma: pre-processing vs. source separation. To ensure that its waste input fuel is of sufficiently high quality (i.e., low level of inorganic contaminants), the company can either build a pre-processing facility to sort incoming waste to filter out contaminants or work with suppliers to source separate their waste stream.

One day during the summer of 2008, Paul Maeder, co-founder and general partner of Highland Capital Partners (HCP), was walking with his wife around Reykjavik, Iceland, marveling at how clean the city felt and at the widespread use of naturally occurring geothermal energy to power everything from trams to buildings. "They don't treat their air and water like an open sewer," Maeder thought. "This is the way people need to live and this is the way people are going to have to start living in 10 or 20 years." To his wife, Maeder said aloud, "I think Highland should revisit the idea of investing in cleantech."

Concerns the decision by Brett Keith and Owen Colligan to purchase Hudson Manufacturing, a maker of heaters and air filtration units for the military. Keith and Colligan have organized a search fund and identified Hudson as a potential buyout. The decline in the trucking market and potential environmental contamination, however, stand to stop the deal.

In late 2013, Husk Power Systems found itself falling further and further behind plan. The founding CEO had decided to resign. His co-founder is faced with the decision of quitting his corporate job in the US to head to India and help form a new management team. Husk is an Indian startup founded in 2007 with the goal of global rural electrification. The company has decided to pivot from operating biomass gasification plants towards developing solar microgrids in India and East Africa.

Traces the history of IKEA's response to a TV report that its Indian carpet suppliers were using child labor. Describes IKEA's growth, including the importance of a sourcing strategy based on its close relationships with suppliers in developing countries. Details the development of IKEA's strong culture and values that include a commitment "to create a better everyday life for many people." Describes how, in response to regulatory and public pressure, IKEA developed a set of environmental policies that grew to encompass a relationship with Greenpeace and WWF on forest management and conservation. Then, in 1994, Marianne Barner, a newly appointed IKEA product manager, is surprised by a Swedish television documentary on the use of child labor by Indian carpet suppliers, including some that supply IKEA's rugs. She immediately implements a strict policy that provides for contract cancellation if any IKEA supplier uses child labor. Then Barner is confronted by a German TV producer who advises her that he is about to broadcast an investigative program documenting the use of child labor in one of the company's major suppliers. How should she react to the crisis? How should the company deal with the ongoing issue of child labor in the supply chain?

Using the financing history and exit choices of a German clean-tech startup as a lens, this case explores the reasons why venture-backed entrepreneurship is much lower in Germany than the US, despite a robust SME sector and large-corporate innovation in Germany. It also shows the tight link between investor incentives and a startup's product market strategy, including differences between "pure-play" VCs and corporate venture capital investors.

The case presents the unique business model of Inkaterra, a leading eco-tourism organization in Peru, and the different strategies the company can pursue to grow. Through the experience of Inkaterra the case studies two general issues. First, it discusses the potential barriers that exist for the development of the tourism sector. Second, it presents the debate of whether governments may want to use tourism as an engine of growth, and if so, what is the best strategy to preserve the environment.

The Biodiversity National Institute (Instituto Nacional de Biodiversidad, hence INBio) was created in 1989 to develop and promote a greater knowledge of Costa Rica's biodiversity, as well as to encourage its sustainable utilization. INBio's activities began with an inventory of Costa Rican biodiversity and, later, expanded to other endeavors associated with bioprospecting, conservation, and the INBio-park, among others. Since inception, the organization had been managed by its founding leader, Rodrigo G mez. In 2002, the organization designed and launched a four-year strategic plan called "Towards a Sustainable INBio," which sought to introduce several changes, such as organizational structure variations, human resources management improvements, and a planned succession process. The core issue presented by this case revolves around its leader's succession. For 14 years, INBio had been run by Rodrigo G mez, its leader and founder. As some of the measures outlined in the "Towards a Sustainable INBio" plan were launched in August 2003, Rodrigo G mez had a heart attack. Piva and a group of Theme Directors took over provisionally. G mez's health condition forced INBio to accelerate its planned succession process. Piva was asked to conduct an analysis and to present replacement options to the organization's Board. Piva would analyze and submit his findings on the following options: a) hiring an outside candidate, or b) empowering theme directors to manage the organization within a flat and participative structure, led and coordinated by one of them. Based on Piva's analysis and presentation, the Board would then make a decision.

Philips Electronics is a leader in integrated reporting. In 2010 it produced its third generation report. Since its first report in 2008, Philips' integrated reports and its integrated reporting website had grown in sophistication. In planning for its integrated report for 2011, the company is exploring the issues that will need to be addressed in order to produce an integrated report. KPMG is the company's auditor for both the financial and nonfinancial information contained in the integrated report, but these are covered by separate assurance opinions. Among the challenges of providing an integrated audit is getting the internal measurement and control systems for nonfinancial information to be of the same quality as for financial information. A further challenge is that the cultures of the finance function and those who work in sustainability are very different.

In 2011, Aegon adopted integrated reporting?a corporate reporting approach that sought to present company performance in a holistic light by considering medium- to long-term issues, stakeholder opinions, and the relationship between material financial and nonfinancial data. By 2013, Aegon had reduced the page count of its annual corporate reporting documents, helped stakeholders gain a more thoroughgoing understanding of its strategy, and begun the transition from being a product manufacturer to a customer-centric company. Still, the company's integrated report was separate from its regulatory filing. Although work in an area where there was not much regulatory or legislative guidance assuaged the Disclosure Committee's fears of accidentally violating regulations or taking on extra liability by reporting on non-financial information that was difficult to verify by a third-party, some felt the report's status meant it had not driven some of the organizational change it could have. Could Aegon benefit from publishing its integrated report as the official regulatory document? How could Aegon create a more interactive, real-time integrated reporting website that was connected to the core of their strategy? How should Aegon Asset Management include the integration of EGS factors in its investment processes and engagement with portfolio companies? What should the next step be?

This case presents a 20-year history of the evolution of corporate governance and corporate reporting in South Africa starting in 1992 with a focus on the three King codes of corporate governance (King I in 1994, King II in 2000, and King III in 2009). From a reporting perspective these reforms culminated in the "apply to explain why not" mandate for integrated reporting by all companies listed on the Johannesburg Stock Exchange.

InterfaceRAISE is a sustainability management consulting firm created to leverage the capabilities of its parent company Interface Inc., a carpet manufacturer recognized as a global leader in corporate environmental sustainability. This case illustrates the challenges of turning an internal capability into a client?facing revenue stream. This is made especially difficult by the fact that the parent company is a manufacturing firm and InterfaceRAISE is a professional service firm (consulting). InterfaceRAISE is not being staffed by a traditional consulting firm model, relying instead on the part?time availability of employees in the parent company. At the time of the case, InterfaceRAISE was grappling to identify the appropriate business model for the type of consulting firm it wants to be, to determine what its client portfolio should look like, and to set its pricing structure. InterfaceRAISE needed to decide how to accelerate its growth while better achieving its three objectives: improving its clients' sustainability performance, enhancing its parent company's brand image and sales, and increasing operating profits.

In an attempt to reduce its ecological footprint, Interface Americas, a leading manufacturer of commercial carpet tile, has launched the Evergreen Services Agreement (ESA)--a lease agreement that provides would-be carpet purchasers with comprehensive floor-covering services (color, texture, warmth, beauty, acoustics, and safety). Under ESA, Interface retains ownership of all carpet material, thereby ensuring proper recycling. Despite active media attention and a lot of interested calls from potential buyers, Interface is having difficulty selling ESA. CEO Dan Hendrix is at a crossroad and must decide whether to continue support for ESA or to focus on other initiatives. This case, grounded in a failed negotiation with the University of Texas, Houston, details a discussion of the difficulties of structuring a long-term lease agreement, defining a new service value proposition for the customer, and developing a sustainable business model for product-related services.

In late 2007, EcoSecurities had to decide whether to undertake a new Clean Development Mechanism (CDM) project in China. EcoSecurities was an aggregator of carbon credits and also invested directly in projects that produced carbon credits. Governments and firms required to cut their greenhouse gas emissions under the Kyoto Protocol could use carbon credits to fulfill part of their compliance obligations. As demand for UN-issued carbon credits rose, the UN approval process had become increasingly burdensome. The Ventilation Air Methane Project was an opportunity to break into a new sector with large potential, and the economics and risks of the project needed to be assessed.

This case explores company strategy, business-government relations, and collective action challenges associated with international and domestic lobbying regarding regulation of the chemical industry. In the fall of 2006, a five-year legislative process for a major new law regulating chemicals in the European Union appeared to be nearing its conclusion. REACH?the Registration, Evaluation, Authorization, and Restriction of Chemicals?would create a new European Chemicals Agency, require companies to submit testing data on existing and new compounds, and restrict the manufacture of hazardous substances. Andrew Liveris, CEO of the Dow Chemical Company, has to decide whether the company should engage in direct discussions with the European Parliament and Commission, with the implication that the company can influence the regulations but also would have to support the final outcome. The case summarizes Dow's history, competitive dynamics in the sector, and regulation of the chemical industry before describing the REACH legislative process and various approaches to lobbying used by chemical companies, trade groups, and environmental NGOs.

In the summer of 2002, the International Rivers Network (IRN), an environmental NGO located in Berkeley, California, was engaged in what appeared to be the last hours of a three year campaign to stop a $582 million dam and hydropower project at Bujagali Falls in Uganda. The final piece of the financing puzzle was about to be put in place as the World Bank was set to approve a $250 million loan guarantee for the project. Although the project would have some adverse environmental and social impacts, IRN contended that the power deal between the government of Uganda and AES was the real problem. As IRN saw it, the cost of the project was too high and Ugandans would bear most of the risk, which would add to the country's debt burden. However, without the power purchase agreement, which remained undisclosed despite requests for it to be made public, IRN had little economic data on the project to bolster its argument. Still, there were compelling reasons, such as economic development and poverty alleviation, for the Ugandan government to go ahead with the deal it had with AES, the project sponsor. AES, with its social mission and reputation for delivering low-cost energy to the world, seemed like the ideal sponsor.

Examines investor relations and financial communications in a large company with a diverse group of financial stakeholders. Total is an "energy major" based in Paris, France. The importance of its product and its impact on economies and environments combine with the size of the company to make Total highly visible to investors, governments, environmental groups, and other shareholders. The highly technical nature of Total's many internal activities and the breadth of its complex operations further impacts communication efforts. In addition, as a Continental European firm (in particular, French), Total has strong societal expectations regarding its interactions with employees/citizens vs. shareholders. Examines how Total creates a consistent and clear financial communication that provides information to these diverse stakeholder bases and their different desires for the company. Also asks students to consider how this communication strategy will need adjustment due to a period of high oil prices and a resulting windfall profit during 2005.

Traces the history of organic agriculture from its pre-industrial roots to the present day, and examines the growth of Whole Foods Market in the context of the broader growth of the organic industry. Also investigates John Mackey's role as a founder and leader of the largest natural-foods retailer in the world.

Considers the marketing and strategic challenges faced by natural beauty brands using the case of Australian-based Jurlique, which was acquired by Pola of Japan in 2011. The case opens two years later in July 2013 when Sam McKay, the chief executive officer, on a visit to Pola's head office in Tokyo, heard news of critical comments about the company and animal testing in a Facebook post from a group in South Australia, where the brand had been founded as a small biodynamic farm in 1985. The discussion of Jurlique's involvement with animal testing was a sensitive issue as it contradicted the brand's strong environmentally-friendly and ethical positioning. The matter had already arisen during the Pola acquisition as Pola, like all Japanese cosmetics companies, traditionally tested products on animals. The animal testing issue is put in context by a discussion of how during Jurlique's growth as a successful premium brand there had been substantial changes in market position, in part associated with shifts of ownership. At times the brand had been focused on core green consumers, but McKay had sought to broaden the consumer base by repositioning it as making "the most effective products as natural as possible." The company lost few existing customers, and found that Jurlique's image was an asset in attracting Chinese consumers who liked the story of the Australian farm which produced most ingredients. However, Chinese regulations refusing to allow the firm's stores to use recycled wood, and mandating of animal testing, were challenging to the brand's global natural brand position. The case can be taught both in marketing classes concerned with green business and in strategy classes exploring the challenges faced by global brands.

On January 18, 2012, President Obama rejected TransCanada's application for a "national interest" determination to approve construction of the Keystone XL Pipeline. Keystone XL was a 1,700 mile long, 36-inch diameter pipeline to transport 1.1 million barrels a day of Canadian heavy oil from Alberta (and shale oil from Montana) to the American Gulf Coast. But the American environmental community had focused all its resources on stopping Keystone XL?to them, a symbol of the nation's refusal to deal with climate change. Now the head of Keystone had to figure out what had gone wrong, and decide what to do next in order to get the project approved.

Samir Kaul, a Partner at Khosla Ventures, looked out his office window. It was late June, 2011, and like almost every day in Menlo Park, the sun was shining. Kaul was reflecting on what had been a very positive 10 months in the venture capital business. Over that span, he had helped three of his portfolio companies through IPOs, and helped Khosla Ventures raise its third fund, bringing the total outside capital raised by the group to more than $2.1B.

By 2008, a number of the firm's early cleantech investments were showing promise, and the companies were starting to need significantly more money to create the massive scale required in the energy sector. As Khosla thought about the hundreds of millions of dollars required by his portfolio companies, he wondered how he should position his firm at this stage of development. Should Khosla develop a new fund that focused on later-stage investments? Should he seek investments from large industry players such as the major oil companies? Should he try raising money from the managers of the sovereign funds in countries such as Singapore, Kuwait, and China? How should the firm work with its strategic partners? Khosla knew that lining up enough later stage funding would be challenging, as the cleantech industry was still unproven for investors. Nevertheless, he was determined to continue his pattern of making bold investments in this emerging field.

CEO of high profile new economic city in Saudi Arabia must decide how to allocate limited investment funds across projects under duress. Issues include understanding core economic drivers, planning infrastructure investment and return, attracting multinationals, energy policy, sustainability, urban planning, government incentives and regulations. Students must allocate limited funds, or accept outside investors at distress terms, with respect to city center, retail, resort, residential, education, utilities, commercial sale or leased land, worker housing, and a potential seaport.

Biofuels start-up KiOR was developing a proprietary technology that had the potential to dramatically impact the emerging renewable energy landscape: a process that converted cellulosic biomass into "bio-crude," a hydrocarbon mixture with properties to those of crude oil. KiOR had been operating as a virtual organization, but with venture financing in place, founder and chief technology officer Paul O'Connor and the KiOR board needed to decide where to headquarter their business.

The case describes KKR's Green Portfolio Program, one of the firm's environmental initiatives, which has achieved $160 million in cost savings. While pleased with its progress in achieving greater energy efficiency and reduced carbon emissions, the firm is looking for other ways to expand its sustainability initiatives, such as in its supply chain and incorporating sustainability into its due diligence and deal making processes.

Living PlanIT is a start-up company that has developed a new, innovative business model for sustainable urbanization. This model reflects the software and technology backgrounds of its founders, Steve Lewis and Malcolm Hutchinson, and is in vivid contrast to other models for green or smart cities that are variations on a massive real estate development project. The main economic engine driving Living PlanIT's model is a partner channel strategy adopted from the high technology industry. The case shows how the Living PlanIT business model has evolved from the original vision of Lewis and Hutchinson to radically transform the construction industry to a go-to-market partnership model using the real estate as a "showroom" for evolving sustainable urban technology?a $3 trillion global market over the next 20 years. Living PlanIT is developing its first project, a new city called PlanIT Valley, outside of Porto, Portugal. The company has clarified its vision and is moving into the implementation phase, which involves fundraising, signing up channel partners, and negotiating various issues with the Portuguese government for its pilot project. Success in PlanIT Valley will translate into a strong market position as global population and demand for new cities increases, particularly in developing countries such as China and India.

The Londolozi game viewing reserve in South Africa became a defining icon of ecotourism during the 1990s and early 2000s-that is, a tourist business promoting ecological land management and, at the same time, local economic development. The reserve was in a region in the northeastern part of the country, not far from Mozambique, that sorely called out for progress in both these dimensions. The Sabi Sand Game reserve (within which Londolozi was located) was initially created by the government to provide hunters with an area in which to hunt wildlife. The government retained a portion of the reserve as the Kruger National Park, which allowed visitors to view wildlife, but banned hunting, in an effort to boost wildlife populations. The KNP was initially fenced off from the Sabi Sands Game reserve to prevent hunters from moving into the wildlife reserve. The fence, however, also prevented traditional east-west migration of animals across the region. Through the 1980s and 1990s, the farms within the Sabi Sand Game reserve converted their functions from hunting to wildlife viewing, and the fence was taken down. The new challenge for the farms while transforming into wildlife viewing became land management and local economic development.

For the past seven years or so, the Chinese government has been powering ahead with industrial policies to promote low-carbon energy technologies?wind, solar, electric batteries and vehicles, nuclear power, and even carbon capture and sequestration. In 2009, the government focused broadly on "indigenous innovation," a policy to adopt and then develop technology in dozens of high-tech sectors. As with the earlier focus on renewables, explicit governmental policies and subsidies discriminate against foreign products and foreign companies invested in China. The net effects of these initiatives leave low-carbon energy industries in the United States in the dust.

Luca de Meo, chief marketing officer of Volkswagen Group, reflects on his time leading the marketing department at Volkswagen Passenger Cars brand. In particular, he thinks about the environmental sustainability initiative launched by marketing called "Think Blue" and its success throughout the company. During his time at Volkswagen, de Meo focused on transforming the marketing department into an engine of innovation. De Meo and his team in marketing worked together to build a strong global brand.

In 2013, Mohamed Hage, founder of the rooftop farming business called Lufa Farms, thought his company had reached a level of maturity where scaling the business model was the next logical step. With two greenhouses already in Canada, he was looking into other locations in the U.S. Though Lufa Farms' advanced cultivation technologies made the company stand out in its sector, the industry was still young and investors were not fully comfortable putting their resources into rooftop farms. This case explores the intricacies of a rooftop farming business, how it built a successful brand, and presents the challenges that might lie ahead for the company as the founder thinks about expansion.

The case discusses the development of palm oil in Malaysia. This experience provides important insights about when and how government intervention can be successful in developing new sectors in the economy.

In 2011, the European Commission was deciding on how to best modify the existing European Union policy on corporate disclosure of environmental, social, and governance (ESG) information. Previous directives had recommended that European companies report ESG information, but now the EC was deciding if organizations should be required to disclose nonfinancial information. The EC had to determine what types of organizations would be required to disclose, which international framework would serve as a standard reporting guideline, and if ESG disclosure would be integrated with financial material in one annual report. This case outlines the history and trends of corporate social responsibility reporting to encourage a discussion around the decision points and implications of reporting regulations.

In 1997, the Philippines government privatized its water utility in the metropolitan Manila area. The East Zone concession was won by Manila Water Company and the West Zone concession by Maynilad Water Services. Over the next decade, Manila Water turned in an impressive and profitable performance, while Maynilad failed. Describes the management actions of Manila Water and poses the question of whether, and how much, they should bid for the vacated West Zone concession.

On February 3, 1997, the east zone of the Manila Metropolitan Water and Sewerage System (MWSS) was taken over by the Manila Water Co. (MWC), a newly created joint venture between the Ayala Corp., a large Filipino conglomerate; Bechtel Enterprises, Inc., an American engineering and construction firm; and United Utilities, a British utilities firm. At the time of privatization, MWSS was an inefficient, ineffective, and corrupt government agency. MWC must develop the employees and the assets acquired from MWSS to build a profitable firm. This case describes MWSS, the three partners in MWC,and also introduces Filemon Berba, the new CEO and president of MWC.

On August 1, 1997 the Manila Water Co. took control of the east zone of the newly privatized Manila Metropolitan Water and Sewerage System (MWSS). At the time of privatization, MWSS was an inefficient, ineffective, and corrupt government agency. MWC must develop the employees and the assets acquired from MWSS to build a profitable firm. This case describes the changes made to the organization.

Marine Harvest has the leading position in salmon aquaculture. Aquaculture is very much a growth business, many believing it could play a major role in solving the world's growing need for protein. The CEO is considering three alternatives for taking advantage of his firm's dominant position. Expand production in Chile, produce value-added salmon products, or backward-integrate into the salmon feed business.

Marks & Spencer initiated a comprehensive approach to sustainability (reduction of waste, carbon emissions, fair trade) called Plan A. Does it offer a competitive advantage?

Compares Masdar City and Tianjin Eco-City, two high profile "sustainable cities." Each showcases technological and financial innovation. Is it real? Is it replicable and defensible? The case is intended to introduce main concepts and tradeoffs with respect to rapid urbanization, new cities, sustainable cities, and urban planning and infrastructure for efficient use of resources. Both of these developments have attracted significant government support as well as major private sector financial interest. Both of the sponsoring entities intend to use the lessons learned to help them to be influential in future new cities in other venues. The case looks at the basic economics of this level of development and poses questions about the costs, benefits, and uncertainties, by comparing conditions and intentions of each project. The ability to distinguish what is really worthy of being called an "eco-city" is explored, as is the likelihood of a single project financial payback from the deployment of many of the very exciting technologies.

McDonald's seeks to learn from a successful response to Greenpeace's Amazon deforestation campaign in order to make its supply chain more socially and environmentally responsible.

Mid-Missouri Energy (MME) is a farmer-owned cooperative that produces ethanol from corn. The cooperative has performed well in comparison to other producers, but margins in the industry had declined as industry production levels neared market demand limits. MME farmers needed to decide whether to take advantage of their success and expand through acquisitions, whether they should sell the plant, or whether they should continue current operations. MME must consider ongoing regulatory changes that impacted the industry, the possible impact of imported ethanol, the power of the petroleum industry that bought its product, and ongoing uncertainty about corn and ethanol price swings.

In October 2005, Urs Riedener, head of marketing at Swiss retailer Migros, is contemplating the company's competitive position. Primarily a retailer for foods and near-foods products, the cooperative Migros, with close to 600 retail outlets in Switzerland (but only four outside its domestic market), is facing stiffer competition, both from existing competitors (such as Coop) and new arrivals (such as hard discounters Lidi and Aldi). Riedener and Migros management have so far always had faith in Migros' position in the marketplace, built around its governance structure (the customers were also the owners, creating a close link between the retailer and the market) and its emphasis on never selling harmful products. Socially, ecologically, and ethically produced products were key aspects of Migros' product offering. Riedener knows that Migros benefited from a unique position--and he wants to make sure that Migros defends it from both new and old competitors.

Starting in 2007 Milwaukee leaders from different areas (large established companies, civic organizations, public sector, academia, and entrepreneurs) negotiated a path for converting the region into a global water hub to address economic and environmental concerns. The leaders with various stakes in the change managed to work together to re-arrange and support existing pieces to maximize the collective potential. Their actions exemplified "advanced leadership" in a complex social system such as a community or region. There was no central leader; instead there was a collection of coalitions and collaborative activities that contributed to the end result.

Describes an architecture firm founded and run by a husband and wife team, Sharukh and Renu Mistry, that emphasizes "green" building. The firm presents an unusual mix of projects-spanning the spectrum from larger corporate projects to small private homes. The mix also includes more profitable work and projects deliberately selected for social good, including the design of orphanage communities for SOS Children's International and other nonprofit organizations. The mix engages teams of young architects in different kinds of learning opportunities and allows them to manage these projects with an unusually high level of independence. The firm's founders are dedicated to being both very client-oriented and environmentally responsible. This can lead to some difficult choices and the case illustrates one example. The firm has been commissioned by SOS to design homes for some villages destroyed in the December 24, 2004 tsunami. The preferred design is thatch roofs which is in keeping with the local environment. However, the villagers want a more functional (and more expensive) reinforced cement concrete roof. Sharukh must decide which of his principles is to dominate in this situation.

Monsanto CEO Hugh Grant must guide his global agribusiness technology company into an uncertain future where food security, food safety, sustainability, and climate change will all impact the global food system.

Monsanto has led the effort to bring biotechnology to bear on food production. Through some management missteps and consumer resistance the company had difficulties in its early years. But since Hugh Grant became CEO the picture has brightened with widespread adoption of the company's products. This case focuses on the company's product pipeline and the galvanizing effect of the CEO's promise to substantially improve global food production by 2030.

As the leading plant technology company in the global food system, how can Monsanto share this technology with small-sale producers and not-for-profit researchers and institutions?

Muñoz Group, which supplied supermarket chains and food distribution chains around the world with fruit, flowers, juice and ice cream, was at a strategic crossroads in 2014. CEO Alvaro Muñoz had to choose the best way to achieve profit goals and provide his company with a sustainable competitive advantage. The company had already developed innovative citrus, grape and flower breeding units in efforts to keep its product pipeline on the cutting edge. The company also worked to integrate vertically?to own or control every viable piece of the supply chain?in an effort to manage the flower and produce businesses from plant to retailer. The company's stronghold was its UK and European markets, but it had expanded into North America and also eyed new opportunities in Asia. Muñoz had to decide where to focus his efforts against a backdrop of margin squeezes in the food business, competition for product from the developing world, ever more stringent quality, sustainability, and environmental standards from clients, and perennial hiring challenges.

Nanosolar is a start-up company in the clean tech sector. It expects to be one of the first manufacturers to produce thin-film solar panels using copper indium gallium (di)selenide (CIGS) technology. Although this technology is less efficient in producing electricity than polysilicone, it is much less costly too. As it is about to enter the market, Nanosolar is facing the decision on which market to enter. Should it attempt to go into the European market which has established feed-in tariffs? Or should it enter the nascent, but growing, U.S. market?

Presents the fundamentals of GDP accounting (including definitions, etc.), examines the history of national accounting, and surveys the international debate over "Green GDP." The first section explains the basic rules and definitions of national economic accounting and the meaning of GDP versus NDP. The second section provides historical context for the development of national income estimates, 1886 to 1940, culminating in the creation of GNP by the U.S. Department of Commerce in the 1940s. The third and final section discusses the standard imputations currently made to reflect nonprice economic activity (e.g., for owner-occupied housing and government services) and explores the debate over imputations for natural resources and environmental quality.

The National Parks Conservation Association seeks to help the U.S. National Park Service increase its efficiency by incorporating principles of business management so that American national parks will be better managed. Its efforts raise fundamental questions about the roles of government, firms, and nonprofits in a mixed capitalist economy as well as the appropriate differences in managerial practices across sectors.

Rodolfo Guttilla, Director of Corporate Affairs for Natura Cosméticos S.A. (Natura), prepared for a meeting with key stakeholders to discuss the future of integrated reporting at Natura. A cosmetics company with a strong brand, robust growth in international and domestic markets, and premium price and margins, Natura was consistently rated as one of the preferred places to work in Brazil. Its focus on social and environmental responsibility was a source of innovation; strong employee motivation contributed to the company's superior productivity and market share gain in Brazil's cosmetics, fragrances, and toiletries (CF&T) industry. By 2009, Natura's direct sales business model generated income for over 1 million people in Brazil and Latin America. Natura was the first organization in Brazil to produce an integrated report. Senior leadership was convinced that Natura's success over the years had been aided by its corporate responsibility and strategy to continuously seek improvements in both financial and nonfinancial (e.g., environmental, social, and governance) performance. As he prepared for the meeting, Guttilla considered the future of integrated reporting for Natura. What should the future of integrated reporting be like at Natura? How could the organization increase society's participation in the collaborative effort to develop new solutions to today's most challenging problems? How could the report provide a clearer representation of the organization's strategy and its ability to create and sustain value over the long term? And finally, how could web-based technologies be used to promote the organization's integrated reporting and sustainable development objectives?

Explores the globalization strategies of Natura, Brazil's largest cosmetics company. Founded in 1969, Natura grew using a direct selling model. Led by its three founders, the firm made distinctive use of Brazil's diversity and became characterized by high ethical and environmental standards. Natura began to seek international markets in 1982, but experienced many setbacks until surviving the economic crisis in Argentina in 2001. The company opened operations in France and Mexico in 2005, and the three founders are now exploring opportunities in Moscow. To pursue further globalization, Natura must now decide whether to continue to rely primarily on the direct sales model or to experiment with other models--and whether to make acquisitions or become part of a larger group.

In an overview of natural gas as a fossil fuel and traded commodity, the case describes various regional markets of natural gas, highlighting diversity of price formation mechanisms across and within those markets. Recent changes in the economics of unconventional natural gas extraction?"the shale revolution"?could potentially remake those markets, steering the world toward the "golden age" of natural gas.

Swiss food giant Nestle attempts to improve the performance of its suppliers of agricultural commodities to raise quality, lower costs, and contribute to sustainable development. Its initiatives focus first on coffee, cocoa, and milk. Nestle managers assert that the initiatives deliver both private benefits (better quality and reduced costs to the firm) and social benefits (higher incomes for farmers, better environmental quality in farming regions). Questions include the ways in which these programs create value for shareholders, the manner in which they should be marketed, and their efficacy in addressing social issues.

Documents attempts to restructure a public-private partnership between the operator of a $200 million trash-to-energy cogeneration plant and a consortium of two dozen Massachusetts municipalities. Describes the process that led to a one-sided agreement, as well as the legal developments that opened up the possibility of a revision.

New Resource Bank was founded in San Francisco in 2006 with a mission focused on environmental sustainability. The case illustrates the opportunities and challenges of banking on values and the challenges of organizations defining a social and environmental commitment. The case also highlights the tension and potential synergies between social mission and shareholder value in the context of the crisis of 2008, the taken-for-granted expectations and norms arising from a commercial bank charter, and the distinct perspectives of bank regulators, founders, investors, and other stakeholders of the newly founded bank.

In September 1998, Paul Cooper, Tate & Lyle's finance director for international investments, asked the International Finance Corp. (IFC) to consider lending up to $45 million to finance a $90 million sugar mill in northern Vietnam. Ewen Cobban, an IFC agricultural specialist, was in charge of reviewing the proposal and making a loan recommendation to senior management. Cobban's main concerns were whether the plant was commercially viable and whether it had support from the government. He also feared that world sugar prices were falling and that sugar was a protected commodity. Before he could recommend approval, he had to determine whether they were temporary or permanent problems. Cobban also knew he would have to assess the project's developmental impact. The IFC only supported projects that contributed to sustainable development, and one of the key determinants of sustainability was the degree to which the project was "fair" to all parties involved. Thus, Cobban would need to assess not only the private returns, but also the social returns as measured by the project's economic rate of return (ERR). To do so, he would have to consider the various groups affected by the project and, where possible, quantify the impact on them.

Nike's Football division needs to devise a strategy to excel at the 2010 World Cup games in South Africa. Nike has gone from a niche player in the market for football apparel and footwear in 1994 to a formidable competitor to Adidas in 2008 (with revenues of over $1 billion for the sport). The case traces how Nike has gone about making this transformation and its activities at each of the World Cups since 1994. For the upcoming World Cup in South Africa, Nike has decided to change its target market focus and to use digital and social media platforms to connect more extensively with consumers. In addition, Nike plans to launch innovative new boots and engage in corporate responsibility and sustainability initiatives. The company has to do so in light of competition from archrival Adidas and the pressure of succeeding on the biggest stage in football, with billions of people around the world watching. The case allows students to analyze how a company can best integrate several value propositions into a cohesive plan and how it can best communicate with its chosen target market. It also allows for a rich discussion of the brand image the company needs to portray to leverage success beyond the World Cup event.

Noranda is a $7 billion international mining and smelting company headquartered in Canada. It has been cited for its fine environmental record. This case explores the issue of sustainability--in this case, for a mining company. Over time, and under nongovernmental organization and governmental pressure, Norando moves gradually to goals approximating sustainability. At issue is the sustainability of Noranda's expenditures on environmental mitigation and the degree to which Noranda employs (or should employ) "best country" standards everywhere it operates.

<p>As the world's largest producer of industrial enzymes, Novozymes had invested heavily for many years to bio-engineer enzymes that could break down cellulose into fermentable sugar. In 2010, the company had launched what it thought would become a breakthrough product for the conversion of crop residues from corn into fermentable sugars for the production of motor fuels. But the problem was that the company only controlled one piece of the value chain. To succeed in this nascent sector, should the company insert itself into an existing ecosystem? If so, how much coordination effort would be required to integrate the many pieces, including equipment and yeast suppliers? Or should Novozymes build its own ecosystem? And if so, how much control should it retain at each level of the value chain?</p><p>The case seeks to expose students to the challenges of putting together value chain participation strategies in a setting where they can also learn about industrial biotechnology, including some cutting edge methods in directed evolution.</p>

Ocean Spray Cranberries, one of the nation's most successful agricultural cooperatives, faces some difficult environmental management problems associated with water usage and wetlands development. Because of federal and state wetlands laws, new bogs for expansion had become virtually impossible to develop. Moreover, to protect its valuable brand, Ocean Spray needs to make reasonably certain that its 800 grower-owners utilize the best possible environmental practices in water management and the use of agricultural chemicals. A single incident could cause the company significant harm. The case describes some of the innovative programs undertaken to facilitate best practices among the loose knit community of growers.

The case describes the process of integrating environmental, social, and governance issues into valuation models and research analyst recommendations.

Describes Olam's development of a sustainable cotton supply chain in Cote d'Ivoire, West Africa. Key dilemma for its managers: feasibility of introducing tractor technology for improving yield.

From modest beginnings as a cashew trader in Nigeria, Olam, founded by Indian nationals in 1989, has grown into a leading global agricultural trading company, with annual revenues of $14 billion. The company recently has begun investing in farms and in the production of packaged goods, shifting from its traditional focus on the midstream of the value chain. The case raises questions involving competitive positioning, corporate strategy, sustainable development, and the management of business and political risk.

At Barclays Capital, Omar Selim had spearheaded the development of Arabesque—a new socially responsible asset management firm designed to appeal to all investors wishing to invest according to broadly held environmental and social values, as well as to investors wishing to align their investments with their faith. Should Selim give up a very successful career to compete in a highly competitive business, in which it could be very hard to build a differentiated offering? Could Arabesque be something different in the world of asset management? And what role, if any, should values and religious faith play in shaping the firm's products and conduct?

French advertising company JCDecaux and the city of Paris jointly developed Vélib', a wildly popular bicycle sharing system. Despite Vélib's public appeal, vandalism and theft led to ballooning operating costs-costs borne by JCDecaux alone. The two parties opted to renegotiate their contract, which would impact prices, revenue sharing, cost allocation, and the operation of the system as a whole. Could the parties agree on a common strategy that would meet their objectives, while still delivering a first class bicycle sharing service to the city of Paris?

The case profiles OPOWER, an energy efficiency software company that applies Cialdini's principles of social influence to successfully encourage consumers to reduce their energy usage. OPOWER was co-founded in 2008 by two young Harvard graduates, Dan Yates and Alex Laskey, who were inspired by Robert Cialdini's behavioral science research showing that people's normative beliefs - and messaging tailored to those beliefs - had a powerful and measurable impact on their energy-conserving behaviors. Yates and Laskey redesigned the home energy bill to include normative messaging, including feedback on how consumers' energy usage compares to their neighbors' usage. Through early trials of the program, the electrical utilities began seeing 1.5% to 3.5% savings in energy usage, almost immediately. After the rapid success of OPOWER's first three years, Yates and Laskey wondered whether their approach would produce sustainable results: what strategy should they pursue to ensure that consumers continue to read and respond to the normative messaging in the "Energy Bill 2.0"?

In 2005, an executive vice president at Wal-Mart must decide whether to expand the retailer's selection of organic food. The decision is made in the context of wider attempts to move the giant retailer slightly upscale and to focus on environmental sustainability.

The organics movement has certainly come a long way. From hippie farming communes and a scattering of natural food stores in the 1960s, organics outgrew its origins as a counterculture curiosity of the 1970s to become the fastest growing segment of the food industry in the 21st century. But 2006 sent shock waves through the organics industry. In April, the world's largest retailer, Wal-Mart, announced that it would double the number of organic food items sold in its 3,800 stores and in the additional 1,400 it still planned to build in the Untied States. The retailer also pledged to become a center of affordable "organics for everyone" and started by doubling its organic offerings in 2006 at 374 of its stores. Wal-Mart had already introduced its own "Great Value" brand of organic milk in 1,200 of its "supercenter" and was selling it for 10% less than Horizon Organic, the organic milk brand Wal-Mart had carried for three years. Wal-Mart's senior management had already told Wall Street analysts that its organic food would cost just 10% more than traditional groceries. Was Wal-Mart's move a tipping point for the organics industry by kindling broad consumer interest in organics in America's heartland? What would be the impact on the other players in the organics system?

Patagonia was deeply committed to the environment. This commitment, at times, conflicted with the company's goal to create the most innovative products in its industry. Patagonia's founder and executives welcomed imitation of both its environmental commitment and its culture. The question remained whether Patagonia's model would work well for a wide range of companies. In 2003, Patagonia executives were considering which products and markets would fit best into their portfolio of product lines, which included alpine, skiing, snowboarding, fishing, paddling, rock climbing, surfing, kayaking, and mountain biking. There was a tradeoff between alienating its core customers and achieving growth via entry into new product markets.

Warren Adams founded Patagonia Sur in 2007 as one of the world's first for-profit land conservation businesses. His goal was to purchase over 100,000 acres of land in southern Chile and to run a variety of sustainable businesses to generate annual returns for investors. Patagonia Sur planned to derive various streams of revenue from the land?including eco-tourism, sustainable land development, carbon credits, water rights and eco-brokerage?thereby giving a financial return to investors on top of achieving a positive environmental impact. By 2011, Warren had raised over $20 million from high net worth individuals and Patagonia Sur had over 60,000 acres in Patagonia under management. However, institutional investors seriously questioned whether Patagonia Sur could ever do more than break even on an annual basis. Further, they worried that in fact the risk of the investment went up significantly as the company spent both its capital and management time on so many different revenue streams. In addition, some investors felt that for-profit conservation was morally wrong. Warren needed to convince both individual and institutional investors that his vision would succeed in both generating returns and preserving the natural beauty of Patagonia.

Privately held city development promoters decide whether to partner on next phase or go it alone in a 20-year, 4000-acre project. Set outside of Ho Chi Minh City, Vietnam, this decades-long project led by two Taiwanese families reshaped and built the economic environment of Vietnam's financial capital. The promoters had a long-term vision and left very substantial capital invested for a very long time. This allowed them to follow a master plan that was resource efficient, economically attractive, and environmentally friendly (largely due to major up-front investments in power and water infrastructure). This project was promoted by industrialists with a system view and patient capital, as compared to governments with limited execution capability or real estate investors with limited capital and a shorter time horizon. The dilemma in the case is about whether or not to partner with an outside retail real estate firm in order to reduce execution and lease-up risk in a proposed new shopping mall; or whether to go it alone with the promoters's own capital doing it the promoter's own way. This expands into a discussion of the same historic choices in the project, and whether the promoters realized a below market return for their methodology. The project is quite successful and transformational today, so the opposite question can also be drawn out: is this the preferred means for promoting multiple new sustainable and competitive cities around the world, with long-view private promoters in lieu of government alone and in lieu of real estate developers alone?

PlanetTran is an environmentally-friendly car service that utilizes a fleet of hybrid cars in providing livery service to corporations and individuals. The founder, Seth Riney, is evaluating outside funding options in order to expand the company, and has met several local venture capital (VC) firms, Riney must decide if the dilution he would have to undergo in order to accept a substantial capital investment was worth the added upside to the company that both he and the VCs envisioned.

Plum Creek Timber Co., the nation's sixth largest private timberland owner and forest products company, must decide whether to enter negotiations with the U.S. government to establish a Habitat Conservation Plan (HCP) on its Pacific Northwest properties for a threatened fish species, the bull trout. Under the Endangered Species Act, Plum Creek could voluntarily create an HCP in exchange for long-term regulatory assurances from the U.S. government. The company has to weigh several factors in its decision to proceed with the negotiations: whether it can replicate the success of a recent HCP for spotted owls, the likelihood of government or third-party lawsuits against the company, the costs of coordinating with multiple state and federal environmental agencies, and the value of regulatory predictability.

Plum Creek Timber Co. decides to go ahead with negotiations for a Habitat Conservation Plan (HCP) on its Pacific Northwest properties. HCP represents a new form of public-private-sector collaboration and innovation to improve upon command-and-control environmental policy solution. Throughout the negotiation process, the company must manage several factors: identifying which native fish species to include beyond the bull trout, matching "best science" standards with cost-efficient conservation commitments, minimizing the regulatory burden while enhancing species protection, and fostering support and avoiding conflict with a range of interested stakeholders, from environmental activists to forest products executives.

This case explores a method of value creation through exploiting synergies that exist in an environment where there is diversity. The context of the case is a farm where biodiversity is leveraged to create value. This is contrasted to industrial farming, which operates on the principles of economies of scale. The case also provides an opportunity for students to discuss the environmental impact of different types of operating systems.

Charles Beigbeder, the president and founder of Poweo, an alternative electricity and gas operator in France, needs to decide on the company's strategy in light of electricity deregulation and the dominant position of Électricité de France (EDF) in the French market. Can Poweo successfully compete against EDF, with its giant installed nuclear base, and will competition bring benefits to French consumers?

OPOWER, a software startup that helps utilities engage their customers in ways that reduce energy consumption, is scaling rapidly. The company's new head of product management has designed a system to address a point of constant tension: whether to build custom features in response to new customers' requests, even if these custom features entail expensive departures from OPOWER's product roadmap. The system grants Sales a number of tokens it can "spend" annually on engineering work to build custom features?boosting the odds of signing contracts with new customers. In December 2010, a request for proposal from a very large utility will put the token system to the test, because the customer is demanding a custom feature that would be unusually disruptive to develop.

Reading Energy builds facilities that produce energy from nontraditional fuels. A privately held, entrepreneurial organization, it has spent six years developing a plan to build a waste-to-energy plant in the town of Robbins, Illinois. The plant would burn municipal solid waste, producing electricity for sale to the local utility. Its economics are driven by the cost of alternative waste disposal technologies (mostly landfills) and by the Public Regulatory Policy Act of 1978, which ensures a market for the power. Reading's project has been delayed by political opposition at both the local and state levels. Robbins is a poor community, and some of Reading's antagonists have invoked environmental justice as a reason to oppose the project. Tom Cassel, the engineer who founded Reading, is negotiating contracts for waste with nearby municipalities. He needs to consider price, risk allocation, and other economic factors, in addition to political and social issues, in designing his firm's strategy and tactics.

This case describes the operating model and history of Red Tomato, a non-profit organization dedicated to branding and logistical support for locally grown produce farmers in the northeast U.S. The case highlights the challenges involved in making locally grown produce available to large consumer markets.

Management of a diversified chemicals company faces two financial decisions: whether to finance a major investment in new production facilities for its rapidly expanding Environmental Products Division, and whether to sell a more slowly growing non-specialty chemicals division. the latter decision has implications for how the new investment, if it is undertaken, should be financed. Financing options available to the firm include bank borrowing, issuing convertible debt, and selling new common stock in the public market.

On January 5, 2010, 48-year-old Richard Canny was on his way to meet the governor of Indiana. He was reading his newly issued press release announcing that THINK planned to start automobile production in Elkhart County, Indiana to launch its THINK City battery-operated electric vehicle (EV) in the North American market. The announcement boldly outlined plans to invest $43.5 million in a factory that could begin assembling vehicles in early 2011 and that was sized for a manufacturing capacity of more than 20,000 vehicles per year. A proven automotive industry executive, but a first-time entrepreneur, Canny was CEO of Think Global AS (THINK), a privately held Norwegian maker of battery-operated EVs that are rechargeable through residential electrical power outlets. With this announcement, Canny was committing the company to support the broad North American launch of its line of EVs, among the very first commercially available, highway-approved safe cars in the world that produced zero greenhouse gas tailpipe emissions.

Ricoh, the Japanese copier manufacturer, is committed to reducing its environmental impact to one-eighth of its 2000 levels by 2050. It has already introduced three stages of environmental awareness to its operations, and its recycled copier business broke even in 2006. The company developed environmental accounting methods and produces annual environmental and sustainability reports, but Ricoh is concerned that investors may not take these efforts into account.

Traces Monsanto's efforts to become a global biotech powerhouse under Shapiro's leadership. Examines how his crusade to save the world through genetic modification foundered.

In 2012, the energy sector in the United States was demanding major reform. Prices of oil and gas had continued to cripple the middle and lower class as the U.S. economy slowly recovered. At the same time, the U.S. lagged behind developed economies in production of renewable energy. The acceptance of climate change remained a partisan issue. The development of hydraulic fracturing (fracking) promised an abundance of accessible, cheap, domestically produced natural gas, but the cost to the environment remained a point of debate. As incumbent Democratic President Barack Obama faced Republican opponent Mitt Romney in the 2012 election, their (and their parties') stances on energy policy and the environment differed in several major areas. The results of the election would shape the country's energy policy for at least the next four years and potentially create enough momentum to set energy policy of the United States for many years to come.

The Jonathan Rose Companies must decide how to design and launch an innovative new real estate fund focused on green and transit oriented properties. JRC seeks to show through the fund that smart growth and green buildings provide superior economic returns to sprawl and environmentally damaging development. In order to launch the fund, JRC must decide on several important outstanding issues. What will be the fund's investment criteria? To whom should the fund be marketed? How should the fund be structured? What should be the fund's first investment?

Working with Shell's country manager for Nigeria, the company's Committee of Managing Directors must decide how to respond to the Nigerian government's decision to impose the death sentence on Ken Saro-Wiwa and eight other leaders of a movement for the rights of the Ogoni (one of Nigeria's 240 ethnic groups). As the case opens, Saro-Wiwa and his codefendants have just been found guilty of inciting murder in a trial that international observers have criticized as deeply flawed. Saro-Wiwa, an environmentalist, writer, businessman, television producer, and human rights activist, has been a vocal critic of not only the Nigerian government but also Shell. Provides background on Shell, on its business in Nigeria, and on environmental and human rights issues in the Niger Delta.

Global electrical products company assesses growth and market demands in India. Company must decide between a products acquisition or developing a service business. Students need to be aware of different country conditions, demands on implementation of different strategies, impact on culture. Also discusses energy performance contracting in the context of making India's energy generation capability more efficient.

Serious Materials is a start up who is moving into clean tech markets. The company's first product, QuietRock, originated the sound proofing drywall category and created a steady stream of revenue. It was now considering how to expand its product line to compete in the rapidly developing green building markets. How should Serious Materials go to market when they launch their highly anticipated Serious Windows and EcoRock product lines? What do they need to do to develop their brand?

Having bought Shaklee Corporation from Yamanouchi, Roger Barnett, its owner and CEO, wrestled with the question of how to grow the company and its reputation for environmental sustainability. In addition to preserving the "network marketing" nature of its sales channel (because it creates jobs and entrepreneurs), Barnett wished to take the business model to sub-Saharan Africa and South Asia.

The case describes Shanghai's decision to abandon growth of Gross Domestic Product (GDP) as its primary metric of measuring success. Within this context, the case presents the historical roots of GDP and how the measure is calculated. Moreover, the case discusses the prominence of GDP as a measure of economic success. After a discussion of China's and Shanghai's use of GDP growth targets, the case discusses Shanghai's past successes and failures. Specifically, the case describes the enormous economic growth that Shanghai has experienced alongside significant economic, social, and environmental failures such as the inefficient use of resources, pollution, and growing inequality. The case concludes with the decision to abandon GDP growth as a measure of success and opens questions about what this means for Shanghai and China. Moreover, the case raises the question of what alternative metrics measuring success might look like.

Privately held Simplot has developed a new genetically engineered potato that substantially reduces waste and does not turn brown after cutting. Unlike other GMOs, it does not contain foreign genes. The case describes the company's commercialization plans in light of the complex environment surrounding genetically modified foods.

Since 2006, SK Telecom has worked to develop strategic corporate social responsibility (CSR) programs that are aligned with its business operations and corporate mission. The case tracks the original assessment process the company went through and successive organizational design efforts to align its CSR strategy and implementation architecture. In 2009, the company is going through reorganization, and the protagonist is considering how well the existing structure of SK Telecom's CSR efforts supports its strategy. The key dilemma he is faced with is whether to change the design of the CSR organization, or perhaps revise the CSR strategy to better match the existing organizational architecture.

Management of a company with extensive palm oil tree plantations questions the usefulness to management and investors of IAS41's requirement to value palm oil trees at their fair value.

Private sector entrepreneur in China with advanced solid waste management capability competes with state owned enterprises and also government policies supporting a rival technology. Wen Yibo has used engineering expertise and political savvy to build a major privately held company providing the entire supply chain of water treatment, waste water, and integrated municipal solid waste capabilities. The company's services include engineering, manufacturing, consulting, "engineer, procure construct," "build operate transfer," and other forms of public-private partnership. The handling of municipal solid waste takes up to 50% of the annual budget of many urban areas in the developing world. The ability to use private sector funds and expertise could be critical to urban development. However, state owned enterprises can observe the success of private business and can enter and compete using their own skills, contacts, and inexpensive capital. The government may also be interested in subsidizing incineration over composting as a part of "waste to energy" strategy, even though this is less efficient than generating electricity from a coal or gas plant. The company has to decide whether to stick to its waste management roots or expand into an opportunistic incineration technology with minimal and nominal waste-to-energy benefits.

In late 2008, Christoph Sutter, CEO of South Pole Carbon Asset Management, reflects on his firm's early success at originating carbon credits in developing nations and selling them to governments and firms that seek to offset their greenhouse gas emissions voluntarily or to fulfill regulatory obligations. South Pole's early strategy has focused on being a first mover in the niche market for premium quality carbon credits. But as the market evolves in the face of significant policy uncertainty, Sutter wonders what South Pole's strategy should be for the future. This case study can facilitate discussions about environmental markets, about opportunities for entrepreneurship raised by new environmental regulations, and about challenges in markets for tradable pollution permits.

In 2009, Southwest Airlines produced its first integrated annual report, the Southwest Airlines One Report, combing financial and nonfinancial performance information. This case examines Southwest's environmental and corporate social responsibility (CSR) reports produced in the two years preceding 2009 and follows the company's decision to transition to a new reporting format. Preparing for the 2010 report, the Southwest reporting team contemplates how to improve the One Report. The case also allows for debate on the future of integrated reporting, including its impact on internal management processes, integrated audits, and mandated nonfinancial reporting.

Starbucks, the world's leading specialty coffee company, developed a strategic alliance with Conservation International, a major international environmental nonprofit organization. The purpose of the alliance was to promote coffee-growing practices of small farms that would protect endangered habitats. The collaboration emerged from the company's corporate social responsibility policies and its coffee procurement strategy. The initial project was in the southern Mexican state of Chiapas and resulted in the incorporation of shade-grown coffee into the Starbucks product line, providing an attractive alternative market for the farmer cooperatives at a time when coffee producers were in economic crisis due to plummeting world prices. Simultaneously, the company had to deal with growing pressures from nonprofit organizations in the Fair Trade movement, demanding higher prices for farmers. Starbucks was reviewing the future of its alliance with Conservation International and its new coffee procurement guidelines aimed at promoting environmentally, socially, and economically sustainable coffee production. The nature of the industry puts the case in the global context from both the supply and demand sides.

Set in April 1990, this case focuses on H.J. Heinz and its subsidiary, StarKist, the largest producer of canned tuna in the United States. During the 1980s, the public became increasingly concerned about tuna fishing practices that killed dolphins. StarKist was the target of a consumer boycott initiated by the environmental community. Worried that bad publicity from the boycott would threaten the StarKist brand name, as well as Heinz's other branded products, senior management at Heinz decided that StarKist would become the first tuna processor to no longer purchase tuna caught by methods that killed dolphins. In making the decision, Heinz executives were not sure how StarKist's two major competitors would react, or how the decision would impact the procurement of raw tuna, StarKist's single largest expense item. Discusses the harvesting (fishing) and processing (canning) sector of the tuna industry. Also discusses the Marine Mammal Protection Act, and U.S. trade sanctions against Mexico and other countries.

In October 2009, State Grid, the largest utility company in the world, and a pioneer and leader in CSR practices in China, was planning its 2009 CSR Report and long-term CSR implementation. Some of the specific challenges faced at the time include: How could the company balance the different stakeholder expectations and respond to their concerns in a clear and concise way? To what extent should the company reference international standards in its CSR reporting? How could it change the mindsets of 1.5 million employees across diverse geographies to help them abide by CSR principles and management policies on a daily basis? Finally, how could State Grid improve its stakeholder management to establish mutual trust with stakeholders so that they would see State Grid as a responsible company?

Stella McCartney launched her own fashion house under her name in a partnership with the luxury conglomerate Kering as a 50/50 joint venture in 2001. A lifelong vegetarian, Stella McCartney does not use any leather or fur in her collections, which include women's ready-to-wear, handbags, shoes, lingerie, eyewear, fragrance, and a kids line. Stella McCartney's achievement in fashion and social awareness has been recognized on many occasions, and her commitment to sustainability is present throughout all her collections and numerous environmental and charitable initiatives. As climate change is becoming a more pressing issue, companies are pressured to embrace a more sustainable approach to their business. With fashion and luxury industries progressively rising to this challenge, what does it mean for Stella McCartney's brand's ethos to be a responsible, honest, and modern company? Is it possible that Stella McCartney's environmentally friendly positioning will not be as differentiating as before as more fashion and luxury brands are becoming environmentally conscious and starting to develop sustainable initiatives? Similarly, how are Stella McCartney's partnerships to develop ethical fashion items impacting the brand's luxury positioning and appeal?

The case illustrates the tensions, trade-offs and adaptation challenges involved in designing a clean technology venture in a changing regulatory, funding and competitive context (Ontario, Canada, 2006-2008). The multiple decision points in the case have the students critically and iteratively assess the prospects of clean technology ventures and the evolving interface between technology and strategy in Canada's emerging clean energy sector. Beyond understanding the specific challenges faced by the venturing team, students are asked to grapple with the controversies and priorities for Canada's environmental policies in the energy sector, discuss competitive tension or symbiotic relationships between incumbents and disruptors, and actively align new venture design and strategy with a rapidly morphing regulatory, technological and competitive environment. The case discussion also opens up a broader platform for exploring the role of incumbents and disruptive business models in informing provincial and national responses to climate change, and, more generally, the role of cleantech venturing and venture capital in fostering climate change readiness and greener energy solutions. The A case asks students to compare and contrast the clean technologies available, discuss their pros and cons, and articulate a compelling business proposition.

Describes the economics, technology, and politics of the oil sands industry, focusing on one of the industry's leading firms. Oil sands deposits in Alberta represent a potentially vast reserve of hydrocarbons, but the extraction, refining, and transportation challenges are formidable, and the environmental consequences of large-scare oil sands development potentially severe. Encourages students to examine Suncor's strategic positioning and cost structure, and the challenges that the firm's leaders confront as of 2007.

This case explores the conflict between Shell Oil and Greenpeace over Shell's plans to sink the aging Brent Spar oil platform in the North Atlantic. It details the tactics Greenpeace employed and examines Shell's responses.

Suntech, a Chinese manufacturer of photovoltaic cells and solar panels, is the third largest solar company in the world. About 90 percent of its sales have been in Europe - especially Germany and Spain. But with its new "pluto" technology, and with new governmental subsidies in China, Japan and the USA, Suntech is shifting its focus - first to the USA, and then to China and Japan. And it has recently moved down-stream in the USA, into systems integration and independent power. The case reviews the structure of competition in solar power, and evaluates Suntech's new strategy.

Supergrid is a mammoth wind-power development scheme for Europe, recently proposed by Airtricity. This firm, founded in 1997, is a fast-growing power-development company focused on wind. Already having built about 600 megawatts of wind turbines in Scotland and Ireland, Airtricity has now expanded to the United States. But its "Supergrid" proposal, to build offshore wind turbines with capacity of 30,000 megawatts of power, would change the face of European energy networks, use new technology, and help several European countries meet their Kyoto targets for reducing CO2. The issues are whether a small company like Airtricity has the human and capital resources to pull this off, and whether the U.K., Germany, the Netherlands, and the EU can be made to cooperate on such a project.

By 2014, IKEA Group was the largest home furnishing company, with EUR28.5 billion of sales, and planned to reach EUR50 billion by 2020, mainly from emerging markets. At the same time, IKEA Group had adopted in 2012 a new sustainability strategy that focused the company's efforts on its entire value chain from its raw materials sourcing to the lifestyle of its end consumers. The plan especially centered on wood, which represented 60% of IKEA Group's total procurement in volume and constituted a key lever for the company to increase its positive impact on sustainability. IKEA Group Management therefore had to decide how to manage its portfolio of wood sustainability initiatives, especially in the context of the company's aggressive growth plan.

This case describes Millipore Corporation's approach to becoming a more environmentally sustainable company. As he prepared for his quarterly meeting with the CEO, the Director of Sustainability needed to develop positions on several issues. Tactically, he needed to recommend whether the company should purchase carbon offsets to help meet its aggressive greenhouse gas reduction targets, and whether to continue publicly reporting its greenhouse gas emissions and strategies despite recent problems. On a more strategic level, he needed to recommend how to take the company's Sustainability Initiative to the next level and consider whether changes were needed to its organizational structure. Finally, he needed to develop a more systematic approach to prioritizing investments in various projects being proposed to improve environmental performance.

Describes sustainability efforts at Siemens since arrival of Chief Sustainability Officer, Barbara Kux, in 2008. Asks students to evaluate success of those efforts and outline what the company should do going forward.

Sustainable Conservation (SusCon) is an environmental nonprofit in San Francisco that works collaboratively with the private and public sectors to achieve positive environmental change. The organization forms partnerships with industry and government agencies to devise solutions to environmental problems that are both economically viable and environmentally beneficial. After 10 years of work focusing exclusively on California, the organization is considering expanding its reach outside the state as a step toward national expansion. The case explores SusCon's approach to environmental improvement and juxtaposes it to the most common strategies used by other conservation organizations. It also uses one of the organization's most successful projects, the dairy initiative, as an example of how the organization operates. The case touches on the issues and challenges that nonprofit organizations need to consider when determining whether and how to [go to scale.]

Several investment firms and mutual funds position themselves as providers or facilitators of opportunities for socially responsible investment. This case addresses the impact of these firms on publicly traded companies. Focuses on managers at ABB, a large multinational based in Switzerland that has tried to be a leader in integrating principles of sustainable development into its business strategies. ABB's managers now need to decide what sorts of relationships they would like to have with the firms in the socially responsible investment community and the extent to which they ought to take the preferences of these firms into account in tailoring their business strategies.

Describes the complex and challenging process by which social and environmental concerns are integrated into the existing strategy of a large, multinational firm. Details the circumstances leading up to a large-scale effort to transform Shell's strategy to take into account principles of sustainable development. This case describes corporate-level sustainable development initiatives and the process through which a comprehensive sustainable development strategy was initiated and developed.

This case is designed to be used with HBS Note: Industry Self-Regulation: Sustaining the Commons in the 21st Century, HBS No. 315-074.

Unilever's Lipton Tea had been successful with the first phase of its certification partnership with Rainforest Alliance. Now the company faced challenges in how to push forward with the transformation of more difficult parts of the supply chain and how to market sustainable tea in developing markets like India.

In the fall of 2010, Sarah Endline, CEO and Founder of sweetriot, an organic chocolate company, was deciding the best way to grow her organic chocolate company, while keeping her chocolate physically and conceptually on the shelf. She wanted to grow the offerings and profits of her company, while maintaining its social mission and unique flair. The case tracks the origins of sweetriot from Sarah's formative early career experiences, to the company's launch and beyond as Sarah prepares future products, establishes production channels, and seeks future funding. Sarah was not content to just be a small New York City candy company. Her goal was for sweetriot to be the number one natural chocolate company in the world and to thus be a vehicle to drive change globally. How can she meet that objective while also keeping the company true to its social roots?

Examines the potential risks of global climate change to business and the strategies that firms and their insurance providers employ to manage them. Describes the structure and role of the reinsurance industry, providing the context for understanding Swiss Re's approach to managing the risks and identifying potential opportunities due to climate change. As the world's second largest reinsurance company, Swiss Re is exposed to a wide range of risks facing businesses and societies worldwide. Among these risks, those due to natural catastrophes are of particular relevance: the financial costs of such risks have risen steeply since the 1950s and, due to global climate change, are forecast to reach $150 billion per annum within a decade. Includes color exhibits.

Sykué Bioenergya (Sykué) was formed in April 2006 with the goal of building four 30 megawatt (MW) bioelectricity power plants in Brazil's Bahia province, 1,500 kilometers north of Sao Paulo. Bahia's savannah-like conditions were perfect for growing elephant grass, a biomass with substantial energy-generating potential. In November 2010 the first plant was online and Power Purchasing Agreements (PPAs) had been signed for 27 MW of the 30 MW capacity. Despite this accomplishment, however, the four years between conception and implementation were littered with management setbacks, including lack of capital, an abundance of debt, and increased skepticism among prospective investors and clients about the potential of the project. This case is taught in the HBS executive education Global Agribusiness and Energy executive education seminars. The case is also appropriate for the organizational congruence module of the first-year MBA course Leadership and Organizational Behavior, and second-year MBA electives Innovation Management and Leading Energy Businesses.

Syngenta has developed a new sugar beet crop especially useful to tropical climates that enable double cropping to take place and provide both food and energy from the soil. Thus both the governments of Colombia and India are enthused about the new technological breakthrough.

In December 2012, Amir Peleg, founder and CEO of TaKaDu, reflected on how to position his young firm for the next fiscal year and beyond. The small Israeli startup had developed an innovative software system that used patented algorithms and statistical analysis to detect problems such as leaks, bursts, and faulty equipment within a water utility's infrastructure. Such problems caused significant water and energy loss at many utilities, led to service interruptions for consumers, and were only getting worse as the existing infrastructure aged. Since its founding in 2009, TaKaDu had attracted nine customers from around the world. However, as Peleg and his executive team debated how to allocate funding for the upcoming year, he needed to decide whether to focus on R&D to improve and add to TaKaDu's existing software and become the clear technology leader, or move ahead with its current offering and focus on getting new customers to penetrate the market as quickly as possible before competition intensified. Some in the company called for devoting the bulk of TaKaDu's resources to making the system more easily deployable, as deploying the TaKaDu service with a new customer could take up to two months. Peleg also wondered if the company should continue to pursue sales leads from anywhere in the world, or focus on one geographic market (and if so, what region should he choose)? An Australian water utility had made a public announcement it was accepting bids to implement a smart water network monitoring system and Peleg wanted to discuss if and how aggressively TaKaDu should bid on the contract with his management team. TaKaDu already had one Australian customer, was this the region to focus on?

Bento Koike, founder and CEO of Tecsis Ltda., is facing a number of important decisions. With ups and downs typical of self-funded start-ups, Tecsis has grown to about 1,500 people and over $50 million in revenues with one major customer. Tecsis, located in Brazil, is one of the world's few independent suppliers of blades for wind turbines. The company has one major customer, Green Energy, with one major market, the United States. Given the market volatility, should Tecsis diversify, despite the fact that this might jeopardize its relationship with Green? If so, how and to which markets?

Tennant, a leading producer of floor cleaning equipment, must determine how to create, finance, structure, staff, govern, measure, and manage a new venture for developing a fundamentally new product line. In 2005, Tennant Company had developed an innovative, environmentally friendly cleaning technology that could potentially revolutionize cleaning. Historically, Tennant was a producer of floor and carpet washing machines for industrial and commercial markets. Over time, it became clear that the technology had applications far beyond Tennant's core markets. In mid-2009, the company set up a new venture to develop the technology's promise. In 2010 this venture was wholly owned by Tennant and run by a Tennant manager. The case examines the decisions the CEO and new venture head must make to best structure and position the venture to succeed.

Tennant, a leading producer of floor cleaning equipment, must determine the business model to use for its new chemical-free cleaning technology. In 2005, Tennant Company had developed an innovative, environmentally friendly cleaning technology that could potentially revolutionize cleaning. Historically, Tennant was a producer of floor and carpet washing machines for industrial and commercial markets. Over time, it became clear that the technology had applications far beyond Tennant's core markets. In mid-2009, the company set up a new venture to develop the technology's promise. In 2010 this venture was wholly owned by Tennant and run by a Tennant manager. The case examines the decisions the CEO and new venture head must make to best structure and position the venture to succeed.

John Gilleland, CEO of TerraPower, returned to his office after a lengthy meeting with potential investors. It was October 2012, and TerraPower was in the process of raising a $200M Series C round to finance the ongoing development of its next-generation nuclear reactor. Though early in the fundraising process, Gilleland noted that this most recent conversation was similar to conversations with other interested cleantech growth equity investors. The conversations circled around a common theme: "This is the biggest idea that's ever been presented at our partners' meeting. We love what you're doing, but it's not right for us as an investment." Outside of raising money from typical growth equity and infrastructure funds, Gilleland could partner with a government and/or form a joint venture with an existing nuclear power player. Reliance Industries as an investor in TerraPower could provide an entry point into the fast growing Indian market. At the same time, Gilleland and Gates had talked with China National Nuclear Corp. about a possible cooperation with TerraPower. Whom should Gilleland call next?

In mid-2013, Tesla Motors was riding a wave of success: It had launched its first really mass-produced car?the model S?to rave reviews; had recently raised first-year production targets; and had started taking orders for its next car, the Model X. Tesla seemed to be on its way to defying the skeptics and becoming the first US company to enter the car industry with a mass-produced car since WWII and the first to successfully launch a fully electric car. Or was it not?

On August 1, 2007, 61-year-old Jan-Olaf Willums' plane was flying along the Greenland coastline on his way back to Norway after intense discussions with several prominent U.S. venture capital investors, among them Kleiner Perkins and Rockport Capital Partners, about investing in a plan to accelerate his company's entry into the North American market. A successful engineer, entrepreneur, and sustainable development champion, Willums was CEO of Think Global AS (TH!NK), a privately held Norwegian maker of electric vehicles (EVs). Having already raised $85 million in venture backing, TH!NK was just a few months away from the broad European launch of its line of EVs, the first commercially available, highway-safe cars in the world that produced zero greenhouse emissions.

Enterprise Community Partners must determine whether to rebuild the Lafitte housing projects in hurricane-ravaged New Orleans and, if so, how to mitigate the risks. Set in January 2007, more than a year after Hurricane Katrina made landfall, the case examines how Enterprise has a number of environmental, contractual, reputational, and legal risks to overcome in making the project a success. Given these risks, Enterprise is unsure whether to rebuild in New Orleans at all and whether to renovate the site or redevelop it into a mixed-income community.

The Clorox Company needs to decide on the marketing strategy going forward for its three sustainable brands, Brita, Burt's Bees and Green Works. These brands had fared differently over the past 3 years and each presents multiple courses of action heading into 2011. Management also needs to assess the role the sustainable brands play in Clorox's overall Corporate Responsibility strategy and the implications they have for the other brands (such as Clorox Bleach, 409, and Hidden Valley). The company has set aggressive financial targets in light of its upcoming centennial in 2013. Students need to evaluate whether sustainability is an enduring trend that Clorox should embrace for future growth or whether focusing on its core brands, which currently represent 90% of sales, is a better approach.

The Convention on Biological Diversity (CBD) was a U.N. treaty that by 2006 had been signed by virtually every country in the world except for the United States. The treaty established three main goals: the conservation of biological diversity, the sustainable use of its components, and the fair and equitable sharing of the benefits arising from the use of genetic resources. Although the treaty had been in effect for almost 15 years, progress was slow. CBD Executive Secretary Ahmed Djoghlaf needed to increase the participation of the private sector in order to meet the treaty's "2010 Target," which called for a significant reduction in the loss of biodiversity at all levels (global, regional, and national). Provides background on the relationship between biodiversity and agriculture.

Examines the growing tensions between strategies of national development and the rules of international business. At issue is how increasing globalization is changing the rules of national development for both developing and developed countries. The comparative focus on aquaculture, and the catfish industry in particular, also offers a window into a growing international industry and its potential as a source of poverty alleviation around the globe. Also discusses the U.S. antidumping policy and its processes of investigation.

The Energy Foundation, a philanthropic foundation established through a partnership among major donors with a mission to promote clean energy technology, is the largest funder in the U.S. focusing on the energy sector. The $60 million foundation operates through a range of networks, among funders and grantees, to achieve broad impact. Funder networks and foundations that work through a network approach are relatively uncommon in the philanthropic sector. Eric Heitz, EF's president, seeks to build the broader field of energy philanthropy, scale EF to meet the sector's needs, and utilize the strengths of its grantees and their networks. He must determine how the foundation can achieve greater impact by leveraging not only its own resources, but also those of others in the field.

The market for electricity on the Fox Islands of North Haven and Vinalhaven, Maine is unique and costly for residents. Historically, electricity prices on the islands had been three times the national average because of the high cost of importing electricity via an underwater cable and maintaining the distribution network on the islands. George Baker, a professor at Harvard Business School, decided to lower the energy costs of the island's residents with wind power.

Set in 2002, this case looks at the potential for hybrid electric vehicles in the United States. Looks at the pressures on the automotive industry to produce a commercially viable, environmentally friendly vehicle and the consumer behavior surrounding purchase of those vehicles. Traces efforts over the years to produce electric vehicles, hybrid electric vehicles, and fuel-cell vehicles. Presents the questions of whether and why hybrid electric vehicles will succeed where other alternative-fuel vehicles have failed.

The Brooklyn, New York, neighborhood Down Under Manhattan Bridge Overpass (DUMBO) has seen a revitalization since the late 1970s. The neighborhood's business improvement district (BID) is charged with supplementing New York City's efforts in several areas, including safety, sanitation, marketing, promotional programs, capital improvements, and beautification. Since 2007, the DUMBO BID has done "small things that are collectively big" to improve the area and are in line with New York City's "plaNYC," a blueprint to become a "sustainable city" by increasing water quality, energy efficiency, and open space while decreasing greenhouse gas emissions. This year, the DUMBO BID must decide if it should continue its small actions or pursue a neighborhood-wide Leadership in Energy and Environmental Design (LEED) rating while constrained by its budget, staff size, and the recession.

Beth Wozniak, President of Honeywell Environmental and Combustion Controls (ECC) at Honeywell International Inc., spun around in her office chair, reflecting about how the classic, mature thermostat industry was rapidly evolving. In February 2014, Google paid $3.2 billion to acquire Nest Labs, a new startup whose goal was to reinvent unloved home devices, such as thermostats and smoke alarms. Their smart thermostats posed a threat to the traditional thermostat business, and it was essential that Honeywell determine the best way to respond.<br/> In addition to selling thermostats, Nest had ambitious plans to facilitate connections between Nest and other companies, making it easier for consumers to save money and energy. Many companies were developing smart, connected products that could be controlled remotely. But who really wanted to check ten different apps to make sure the heat was down, the doors were locked, and the lights were turned off? The Internet of Things (IoT) redefined the potential of industries, allowing a company that created a smart, connected product to develop an entire system of products that worked together. How would Honeywell, the mature, industrial company in a basic, mechanical business, compete with the new startup bought by Google and developing its own ecosystem ? notably giving away thermostats to AirBnB in return for selling data to utilities?

Examines the challenges The Home Depot faced in the aftermath of natural disasters such as Hurricanes Katrina, Rita, and Andrew. By providing 40,000 to 50,000 items sold by knowledgeable associates, The Home Depot became a destination place for customers in need of anything from shovels to a new kitchen sink or supplies to use in recovering from a hurricane or flood. Disasters are thus both a source of disruption to the company's operations and a source of additional demand for its products and services. How, then, should The Home Depot organize itself in advance of disaster events?

The Kursk, a Russian nuclear-powered submarine sank in the relatively shallow waters of the Barents Sea in August 2000, during a naval exercise. Numerous survivors were reported to be awaiting rescue, and within a week, an international rescue party gathered at the scene, which had possessed between them all that was needed for a successful rescue. Yet they failed to save anybody. Based on the recollections and daily situational reports of Commodore David Russell, who headed the Royal Navy's rescue mission, the case explores how and why this failure?a classic coordination failure?occurred. The Kursk rescue mission also illustrates the challenges of pluralistic risk and disaster management, and asks students to consider how to bring about solutions in the face of pluralistic risk issues, such as the depletion of natural resources and many other disasters, when multiple parties with competing and often conflicting values and expertise have to learn to coordinate and establish a virtual, well-aligned organization.

Global climate change is an increasingly prominent political and business problem. Design of market-based systems to reduce carbon emissions has proven difficult. More broadly, national attempts to comply with the provisions of the Kyoto Protocol present both governments and firms with significant challenges. The design of international institutions that will be useful for managing change after the Kyoto period is a challenge both for Kyoto ratifiers and for countries like the United States that have not ratified the agreement. Creation of a post-Kyoto treaty on climate change requires agreement by China and the United States, the world's largest carbon emitters. The case summarizes the science and economics of climate change and encourages readers to contemplate the strategic and risk management problems that it presents to government officials and to business leaders in developed countries and in the developing world.

The development of the smart grid?the integration of traditional elements of energy transmission and delivery with information technology?heralds a new era in the power industry. Many new business opportunities will be created as the smart grid gets developed. What strategies should Cisco employ to become a leader in this industry? What obstacles and challenges must Cisco overcome to compete successfully in this new industry?

In 2014, as the Sustainability Accounting Standards Board (SASB) has just brought former New York City Mayor Michael Bloomberg on as chairman of the board, Jean Rogers, founder and CEO struggles with how best to ensure the nonprofit's financial sustainability while pushing for broad acceptance of its nonfinancial accounting metrics.

With prices of oil, coal and gas at historically high levels, the wind industry had installed more than 20,000 MW of wind energy, representing a $37 billion investment in 2007. Besides high prices, wind energy represented a solution for consumers seeking an energy source that would not add to the problems associated with global climate change. Suzlon Energy Limited (Suzlon), India's largest manufacturer of wind turbines, had evolved from a small family-run business into a global enterprise spanning four continents in just over a decade. But would the costs associated with the aggressive growth policy be too much for a young company to handle?

The executive director and chairman of the board of The Trustees of Reservations, one of the nation's oldest land conservation institutions, undertake a major governance restructuring. Reviews the forces leading to the change, the process by which its undertaken, and the resulting governance structure. It ends by identifying some challenges emerging from the new structure and raising the question whether to review governance again.

Beginning less than a decade ago, the U.S. shale revolution began transforming the nation's energy outlook. Technological advances in horizontal drilling and "fracking" facilitated access to substantial new reserves of natural gas and light oil, imbedded in shale formations thousands of feet beneath the earth's surface. With gas reserves up by more than 47%, natural gas prices fell from $12 to $3 per thousand cubic feet. Tight oil production in North Dakota and Texas soared to more than 500,000 barrels daily. Because government policy directly controlled gas exports (as LNG), oil exports, and pipeline imports, public policy became the object of intense disputes among oil and gas producers, manufacturing and petrochemical interests, utilities, and environmentalists. Exporting gas (or oil) could affect higher prices in the United States but yield significant revenues, jobs, and balance-of-payments benefits. Refraining from exporting, however, would help consumers, reduce coal combustion, and attract energy-intensive businesses to the United States. And by reducing imports, America's foreign policy interests in the Middle East could also change. It remained to be seen what U.S policy would ultimately imply for the world economy.

This case examines the effect of environmental activism on China's investment climate, focusing on the petrochemical sector. It shows how tensions between a country's national economic development goals and political constraints make for a more unpredictable investment climate, despite considerable improvements in the rule of law within China. This case is suitable for courses in international business, business and society, and doing business in China and/or the developing world.

When Jeffrey Swartz became the third generation in his family to lead the Timberland Co., he pursued a strategy in which commerce and justice were "inextricably linked." Community involvement, environmental management, and global labor standards became not addenda to the commercial strategy, but integral parts of it. Spanning more than 10 years of Swartz's innovative leadership, this case presents a well-developed, value-centric business in which management faces two emerging challenges: how to measure the impact of its social justice activities and how to export its values-based strategy abroad. Focuses on strategic management of a corporate social responsibility (CSR) program. The development of Timberland's innovative commerce and justice strategy sheds light on ways in which strategic alignment can provide energy, synergy, and resources critical to developing a successful CSR program within a for-profit company.

Significant negotiation-related achievements from the career of Ambassador Tommy Koh of Singapore are highlighted in brief form along with elements of his background and career. In light of these accomplishments, Koh was selected as the recipient of the 2014 Great Negotiator Award, presented by the Program on Negotiation, an interuniversity consortium of Harvard, MIT, and Tufts that is based at the Harvard Law School. Summaries of several of Koh's negotiations are presented in order to stimulate further research and analysis. Among numerous other activities, the episodes described include his leadership in forging the United States-Singapore Free Trade Agreement (USSFTA), the development and ratification of a charter for the Association of Southeast Asian Nations (ASEAN), the resolution of territorial and humanitarian disputes in the Baltics and Asia, and successful chairmanship of two unprecedented global megaconferences: the Third U.N. Conference on the Law of the Sea and the U.N. Conference on the Environment and Development, also known as the Earth Summit.

In 1995, Hiroshi Okuda, president of Toyota Motor Corp., considers whether to push for a more aggressive launch of the Toyota Prius--an automobile that incorporates Toyota's new and technically advanced hybrid power train. This launch decision allows discussion of the importance of the Prius in Toyota's overall product strategy and explores issues ranging from market structure to competitive advantage and competitive dynamics.

Founded in 2012, TPG ART was set up as a standalone private equity fund within TPG. TPG ART specialized in investing in late-stage venture growth equity deals and focused on investments in clean technologies and sustainable solutions across a diversified range of sectors that included alternative energy, agricultural technology, specialty chemicals, energy efficiency, and waste. This case explores TPG ART's due diligence process and their use of environmental, social and governance metrics to make investment decisions.

Trucost provided corporate environmental performance data and analysis to institutional investors and corporate managers, but after operating for a decade had yet to achieve profitability. Trucost was struggling to effectively differentiate its high quality products from its lower-cost competitors, and needed to develop a strategy to educate the marketplace and pursue new distribution channels. Increased investor interest in environmental issues?and an ever growing number of corporate environmental rankings?led to a proliferation of competitors to Trucost, and an industry shakeout was predicted. How should Trucost compete?

The case focuses on the U.S. Department of Energy (DOE) and the $38 billion of stimulus funding the DOE received to encourage clean tech. They focus on "bridging the valley of death" (i.e., helping young, innovative companies finance technically risky and very capital intensive development and commercialization programs). The case focuses on two DOE programs in particular, the Loan Guarantee Program and ARPA-E. The case raises the question of why these valleys of death exist, what can be done to deal with them, and how these DOE programs are designed and implemented.

Marco Suter, Executive Vice-Chairman, UBS Board of Directors, carefully studied the chart on his desk. It showed the public commitment of major financial institutions to help mitigate global warming. Evidently, UBS lagged behind its competitors. The graph was part of a report that environmental specialists and senior executives at UBS had compiled. It suggested the company adopt a more progressive policy on climate change. Suter thought about the options that the working group had generated. These ranged from stabilizing the company's current carbon emissions to complete carbon neutrality. The UBS Corporate Responsibility Committee would meet early next week. Suter wondered which option he should support.

The global consumer goods company Unilever was on pace to hit a number of aggressive targets by 2020 as part of the Unilever Sustainable Living Project, including a goal to halve the waste associated with the disposal of its products. Unilever's Chief Supply Chain Officer Pier Luigi Sigismondi and his team were working towards this goal and had chosen to first focus on three key areas?sugar, tomatoes, and tea?and had analyzed where in the 'farm to fork' value chain product was wasted. This analysis showed that very little was wasted within areas of the value chain directly controlled by Unilever, and most occurred either upstream with its suppliers or downstream with consumers. How could Unilever encourage these actors to change established practices and entrenched behaviors within a short timeframe to help Unilever meet its sustainability targets and also to improve the operations of its partners in the value chain? By encouraging consumers to better manage their food purchases, did Unilever risk harming its own sales or those of its retail customers? Could Unilever encourage industry-wide changes to have a real impact on global environmental sustainability?

In December 1984, a Union Carbide plant in Bhopal, India, sprung a leak, releasing thousands of gallons of highly toxic gas into the atmosphere. By the time the leak was sealed, over 2,000 people had died. In a series of three excerpts from published accounts, the case covers the events that led up to the tragedy and the aftermath--financial, legal, and emotional--for Union Carbide's management. The case is designed to allow students to explore the complex set of responsibilities that surround foreign direct investment. It enables them to discuss the extent to which Union Carbide's U.S.-based management was responsible for actions undertaken by Indians in India, and then to think of this responsibility in terms of its various components--financial, commercial, and moral. Supplements available (from Harvard Business School Publishing).

The case explores a new business venture to bring clean water to residents of Dar es Salaam, Tanzania, who otherwise cannot afford it. Management has enough money to get the company through August 2010 but needs more capital thereafter. An HBS alumnus is interested in investing in the company. Management needs to revisit its financial assumptions; decide on an incentive structure for its proposed network of local water vendors; and put together a pro-forma income statement, cashflow statement, and balance sheet in anticipation of meeting with the investor.

Valero Energy, an incredibly successful US refiner, needs to make some decisions about tight oil. As production of light tight oil increases?from Eagle Ford, Bakken and elsewhere?Valero considers whether to add topping capacity to handle it, on top of its recent investments for heavy oil. Political decisions, however, are pending on Keystone XL, on crude oil exports, and on LNG exports. Prices, therefore, are up in the air, especially as global capacity increases. Petrochemical companies and oil producers have conflicting views on the appropriate policy. Bill Klesse, the CEO, can either sit back and wait, or move to capture greater market share.

Three pressing challenges (equity split, extent of commitment to social responsibility, and product discoloration) confront VeeV, the world's first alcoholic beverage infused with acai berries. Brothers Courtney and Carter Reum founded VeeV in 2007 and the firm has experienced rapid growth since then. The case documents the backgrounds of the young founders, details the launch and early phase of the company, and presents three challenges the founders must address: how to split the equity of the new company, how far to go in their efforts to be a "green" and socially responsible brand, and an unexpected potential product quality issue.

Vegpro, a horticulture company, is Kenya's largest exporter of fresh vegetables and flowers to top supermarkets in the U.K. and Europe. In 2007, Vegpro's business is threatened by growing consumer concern about the environmental impact of food production and transport, including "food miles". The case describes the company's growth, which includes the use of owned land and outgrowers for production, the addition of value-added processing to obtain premium prices, and the introduction of global certification to ensure food safety and meet retailer and consumer requirements. The case also discusses the potential impact of increased consumer awareness of ethical sourcing and introduces the potential trade off between local production and economic development.

In the three years since Bishop and Button purchased Verengo in a leveraged buyout (LBO), the company had gone through dramatic changes. Initially a residential windows and insulation firm, after the economic recession of 2008 the company switched gears and began offering solar installations to local residential customers. Aided by favorable regulatory changes and a consumer financing partnership, Verengo's solar business took off and became the company's primary focus. By the end of 2010, Verengo had grown to $27 million in revenue and was the largest solar integrator in Southern California. In December 2010, Verengo raised $9.7 million in growth equity funding and was considering its options for future growth. Eager to expand to markets outside of Southern California, Bishop and Button knew that they had to carefully assess the firm's many opportunities and tightly manage its growth.

Verne Global, a pioneering startup created to build the first large-scale data center in Iceland, faces critical challenges regarding its green strategy. Verne Co-Founder Isaac Kato is tasked with evaluating how the company can most successfully market and sell the green components of its service offering. Using only renewable energy in its data center facility, Verne can drastically reduce customers' carbon emissions, enabling customers to meet emerging government regulations and to capture the financial benefit of public goodwill arising from green initiatives. But how valuable are Verne's green benefits, and are they sufficient to compel customers to pay a premium for Verne services? Further, how can Verne best integrate its green strategy into its marketing and sales message? Finally, will Verne's green benefits enable the company to overcome obstacles in the sales process, or will they alternatively overcomplicate an already complex sales message? Kato's decision allows discussion of the emerging role of green marketing and sales and helps to identify how a product or service which is good for the environment can also be good for the bottom line.

The wind turbine manufacturer Vestas launched the industry's first highly localized and customized new product launch campaigns which used also new tools such as web 2.0 platforms. Used to operate in a market where demand exceeded supply, Vestas had lost contact with its customer base and had a limited marketing budget, mainly used to finance global media advertisement campaigns. The world economic downturn which followed the U.S. credit crunch crisis of 2008 and the increased competition in the wind turbine market had brought about a sudden drop in Vestas orders of new turbines. Vestas thus decided to focus more on marketing and developed a new department, Global Marketing and Customer Insights. Morten Albaek was hired to manage and develop the department and to transform Vestas into the undisputed most customer focused company in the industry by 2012 and among the most customer centric B2B brand by 2015. He tested his new approach for the first time with the launch of their new V112 turbine for which he developed 72 customized campaigns targeting its main existing and potential customers and major stakeholders. Yet, had the campaign been effective in bringing Vestas closer to its customer base? Were they using the right tools?

In 1984, Mortimer Zuckerman and Ed Linde, through their firm, Boston Properties (BP), acquired land in Concord, MA to build a 147,000-square-foot, first-class suburban office building. BP proceeded to go through the permitting and approval process with the town and was ready to commence construction when in August 1988, the state, after considerable lobbying from historic and environmental groups, delayed the project by requiring an environmental impact statement. Environmental groups from around the country continued to organize against BP's development along with a nearby affordable housing development. While the project was delayed, the real estate market collapsed. But by the spring of 1993, the market was beginning to recover and BP had received all necessary permits. Zuckerman and Linde had to decide whether to proceed with the development or sell to the environmental group opposing them, and if they were to sell, at what price.

The United States and Mexico face the challenges of managing shared water resources. The supply is limited and demand is growing on both sides of the border as a result of increased irrigated acreage and population growth.

In 2009, Whole Foods stands at a crossroads. Their incredible growth over the past 25 years has vaulted them into the ranks of the largest US supermarkets and they have arguably led to the widespread acceptance of natural and organic foods in the United States. Yet more recently, Whole Foods has come under attack as having abandoned their prior social mission as they have increasingly sought to deliver economic growth. The case begins with their acquisition of Wild Oats, at that time their largest competitor and describes many of the mechanisms they have used to successfully integrate prior acquisitions. Furthermore, the case shows the significant tension between their social mission and their far-flung supply chain, while discussing some of the tradeoffs that exist in the development of the "industrial organic" model. Finally, the case also allows for students to assess CEO John Mackey's new model of "conscious capitalism." Is Mackey's idea a workable model, or just an excuse for Whole Foods extensive growth while avoiding progressive practices such as a unionized workforce?

In 2003, a Namibian entrepreneur was deciding how to finance and manage the risks of an ecotourism, nature reserve, venture project. Explores the challenges facing an entrepreneur operating in an emerging market with imperfect local financial and legal institutions.

Woolf Farming Company, a privately owned family farming business in California's Central Valley, found its business threatened by a lack of water, brought on by a combination of drought, poor quality well water and unavailability of surface water due to federally imposed pumping restrictions. Woolf had been farming crops for more than 30 years, but this was the first time they suffered a water shortage so severe that crops had to be abandoned in the field. Even if there was short-term relief in the form of an increased allocation of water from the government, Woolf was concerned about water reliability and the need for additional infrastructure to provide long term water security to the region. If convinced that the water problem would be resolved, then Woolf should move quickly to purchase more land which was currently available at distressed prices. Yet some board members questioned the logic of additional investment in the region whose resources were so uncertain and wondered whether it was more prudent to pursue growth elsewhere. At the same time, some of Woolf's owners began to believe that more of the company's resources should be prioritized for dividends and other distributions as opposed to purely growth. What, if anything, could Woolf and other farmers do to influence the outcome?

Nearly all environmental organizations have a similar aim: to stop the degradation of the natural environment. However, the strategies which environmental organizations choose to employ are sometimes starkly different. Compares the models of two dissimilar environmental powerhouses: Greenpeace and World Wildlife Fund for Nature (WWF). Active in 100 countries, WWF works with governments, businesses, other NGOs, and communities to set up conservation programs to preserve natural habitat. In contrast, Greenpeace works to campaign for environmental change against governments and corporations and accepts funding only through individuals and foundation grants. Explores the detailed history and business models of both organizations .

World Wildlife Fund US is a leading international conservation nonprofit that operates within a global network of WWF organizations. This case examines WWF US's strategy to achieve its mission of protecting natural wildlife and resources. In contrast to traditional approaches in which WWF country programs operated relatively independently, the new strategy involves integrating WWF US more fully within the global WWF network, and fostering longer-term, trust-based relationships among all partner organizations toward their shared conservation goals. The case highlights the Tesso Nilo conservation project, which brought together various WWF partners to stop illegal logging in Sumatra and revive its wildlife environment to illustrate a network approach within a global multisite nonprofit.

WWF is the best known environmental organization in the world. This case explores the issues WWF currently faces and reviews the organization's partnerships with the private sector. The protagonist, Paul Steele, WWF's COO, must decide which of three potential private corporation partnerships best serves WWF's interests.

In 1990, Xerox undertook an "Environmental Leadership Program" designed to make Xerox an industry leader in non-polluting operations, recycling, and products actually designed for the environment. This effort flowed naturally out of the system of total quality management developed at Xerox in the 1980s. Under the new program, Xerox planned to design its products for complete reuse, remanufacturing, and recycling. This effort entailed a complete redesign of the company's product-delivery system, from initial designs, to materials acquisition, to manufacturing, marketing, and after-sales service.

AES, an American electric power company with 141 plants worldwide, is just completing construction of a 2,100-MW plant in China--the largest ever. The project, a joint venture with five local companies, has several environmental, ownership, and operational issues as construction is completed. The decision point is whether AES should explore issues of foreign direct investment as they pertain to the environment. Do U.S. MNCs run operations abroad at the same level of environmental efficacy as in their home country? If not, why not? And what are the local barriers and competitive reasons for not doing so?

The Ze-gen case covers the first five years in the life of a clean-tech start-up. Ze-gen had developed an innovative technology that converted solid waste into synthesis gas (called syngas). This technology was in testing at the company's pilot plant, built next to the New Bedford, Massachusetts landfill. By summer 2010, Davis's team was poised to take the next big step in building a successful clean-tech company. It was time to take the company's technology to market, identify customers willing to pay, and scale the business for commercial success.

This case is about a boutique chocolate manufacturer's decision to grow. Zotter, an Austrian company that was a pioneer in the organic and Fairtrade chocolate movement, uses the traditional confit technique to make premium hand-scooped chocolates in unusual and innovative flavor combinations. Having done many novel things to educate the market about the value of premium, organic and Fairtrade chocolate, Zotter consolidated its market position within the premium segment of the Austrian market for chocolate. The company only recently started to sell its product outside Austria. However, the time- and labor-intensive manufacturing process and the high prices of Zotter chocolates limit the scalability of the company, even though the founder desires to grow. While the founder has many ideas for the firm, it is not clear which path would be optimal for the kind of growth he desires. The case provides students an opportunity to discuss how entrepreneurs create markets for novel products, and how they can consolidate their position.

Publication Date Date Last Revised Sustainability Topic

2/22/2010 6/1/2012 Electric Cars

10/20/2009 6/1/2010 Clean Energy Production; Solar Energy

3/25/2011 8/1/2012 Clean Energy Production; Solar Energy

3/1/2012 3/1/2012 Clean Energy Production; Solar Energy

3/20/2002 3/20/2002 Agriculture & Food; Natural Resources

2/1/1997 5/1/1998 Emissions; Pollution

2/16/2007 2/1/2009 Sustainability Strategy

2/15/2011 7/1/2013 Electric Cars; Smart Grid

4/4/2007 4/4/2007 Sustainability Reporting

10/13/2009 11/1/2009 Clean Energy Production; Energy Markets

10/1/1991 8/1/1993 Emissions; Pollution

2/1/1992 4/1/1993 Emissions

9/1/1992 10/1/1992 Pollution

10/5/2007 3/1/2009 Energy Efficiency

10/25/2010 7/1/2013 Climate Change Mitigation; Emissions

7/10/2000 4/1/2001 Agriculture & Food; GMOs

1/20/2006 5/1/2006 Sustainability Reporting

12/17/2008 10/1/2009 Agriculture & Food

11/8/2011 6/1/2013

1/25/2007 1/1/2008

2/25/2010 2/25/2010

Sustainability Reporting; Sustainability Strategy

Sustainability Reporting; Water Contamination/Quality

Biofuels; Chemicals, Toxics & Heavy Metals; Clean Energy Production

1/27/2014 1/27/2014 Natural Resources

9/26/2012 1/1/2014 Fisheries; GMOs

6/17/2008 10/1/2008

2/18/2010 6/1/2010 Water Management

12/17/2010 3/1/2013

9/13/2010 11/1/2013 Climate Change Impacts

1/29/2015 1/29/2015 Energy Efficiency

12/12/2011 8/1/2012

Agriculture & Food; Conservation; Land Use; Natural Resources

Sustainability Reporting; Sustainability Strategy

4/1/2005 11/1/2008 Sustainability Reporting; Waste

7/28/2004 5/1/2008 Conservation

9/22/2010 4/1/2012 Sustainability Strategy; Waste

3/31/2003 11/1/2005 Natural Resources

9/16/2010 1/1/2012

11/3/2005 4/1/2006 Agriculture & Food; Certifications

3/7/2013 5/1/2013

9/21/2007 9/1/2008 Energy Efficiency

9/4/2001 1/1/2003 Agriculture & Food

9/4/2007 11/1/2007 Agriculture & Food; Biofuels

12/15/2005 7/1/2006 Agriculture & Food; GMOs

3/2/2007 3/1/2007 Green Products

3/21/2013 3/1/2014 Climate Change Mitigation

3/28/2011 8/1/2012 Sustainability Strategy

8/26/2009 8/1/2010 Climate Change Mitigation; Oceans

10/22/2001 4/1/2002 Agriculture & Food; GMOs

6/8/2011 6/1/2011

3/8/2009 10/1/2009 Sustainability Reporting

10/30/2003 2/1/2004 Clean Energy Production; Wind Energy

1/10/2008 5/1/2008 Clean Energy Production; Wind Energy

10/25/2013 11/1/2014 Carbon Tax; Transportation

8/1/2011 1/1/2013 Electric Cars

8/29/2011 8/1/2013 Electric Cars

7/10/2007 9/1/2009

8/1/1991 3/1/1993 Conservation; Forest Products

12/14/2004 2/1/2005 Biodiversity

1/6/2015 1/6/2015 Climate Change Impacts

Clean Energy Production; Climate Change Mitigation; Sustainability Reporting; Waste

4/1/1994 3/1/1995 Biofuels; Climate Change Mitigation

6/30/2010 7/1/2011 Sustainability Reporting

1/27/2012 2/1/2012

2/5/2015 2/5/2015

3/13/2014 5/1/2014 Green Buildings

1/1/1999 1/1/1999 Chemicals, Toxics & Heavy Metals

9/8/2006 6/1/2011 Fisheries

12/3/2009 5/1/2010

11/2/2012 4/1/2013

Agriculture & Food; Water Insecurity/Security

Clean Energy Production; Climate Change Mitigation; Energy Markets

9/25/2012 9/25/2012 Clean Energy Production; Energy Markets

6/3/2009 12/1/2011

12/15/2006 3/1/2007 Agriculture & Food

2/5/2015 2/5/2015

Clean Energy Production; Climate Change Mitigation; Energy Markets

6/30/2008 3/1/2011 Waste; Emissions

2/23/2006 11/1/2012

10/15/2009 10/1/2010

11/3/2011 11/3/2011 Sustainability Reporting

Indigenous Rights; Land Use; Natural Resources

Agriculture & Food; Biofuels; Clean Energy Production

5/30/2007 12/1/2009 Closed-loop Manufacturing

9/2/2014 4/1/2015 Climate Change Mitigation; Energy Efficiency

3/1/2011 2/1/2014 Energy Efficiency

2/27/2015 2/27/2015 Agriculture & Food

1/16/2014 1/16/2014 Sustainable Cities

5/12/2010 8/1/2013 Electric Cars

3/22/2010 5/1/2010 Energy Efficiency; Green Buildings

1/26/2012 8/1/2012 Land Use; Sustainable Cities

11/7/2014 3/1/2015

1/31/2012 1/31/2012 Clean Energy Production

10/3/2013 10/3/2013 Vehicle Emissions Standards

Agriculture & Food; Climate Change Mitigation

12/1/2011 2/1/2012 Agriculture & Food; Waste

12/2/2014 12/2/2014

8/13/2010 9/1/2011

1/1/1989 3/1/1995

Climate Change Mitigation; Water Management

Sustainability Reporting; Sustainability Strategy

Chemicals, Toxics & Heavy Metals; Climate Change Impacts

9/15/2011 2/1/2014

1/12/2006 2/1/2006 Emissions

7/21/2009 12/1/2009

7/25/2014 7/25/2014 Pollution; Transportation

Clean Energy Production; Climate Change Mitigation; Energy Markets; Nuclear Energy

2/8/2012 9/1/2013 Energy Efficiency

12/1/2006 10/1/2007 Agricultre & Food

4/14/2006 5/1/2009

8/8/2012 9/1/2013

2/27/2003 5/1/2004

Clean Energy Production; Conservation; Hydroelectric Power; Indigenous Rights

Energy Efficiency; Energy Markets; Smart Grid

Natural Resources; Water Contamination/Quality

7/3/2008 1/1/2012

5/14/2003 5/14/2003

9/19/2002 3/1/2006

Carbon Tax; Clean Energy Production; Energy Markets

Clean Energy Production; Energy Markets; Waste

3/1/1999 4/1/1999 Sustainability Strategy

4/6/2013 4/6/2013 Pollution; Sustainable Cities

6/16/2005 1/1/2007 Sustainability Reporting

3/8/2012 8/1/2014 Natural Resources; Water Management

6/20/2011 12/1/2013 Natural Resources

10/29/2003 10/29/2003 Biodiversity; Conservation

3/1/2013 3/1/2013

1/24/2013 8/1/2013 Clean Energy Production; Solar Energy

5/1/1992 8/1/1993 Forest Products

2/23/2004 6/1/2004 Natural Resources

2/24/2004 3/1/2004 Electric Cars; Emissions; Transportation

2/9/2005 2/9/2005 Natural Disasters

3/21/2012 10/1/2012 Agriculture & Food; Organics

7/6/2012 7/6/2012

10/11/2012 10/11/2012 Clean Energy Production

9/1/2008 5/1/2010 Green Buildings; Transportation

6/19/2007 6/1/2008 Green Buildings; Transportation

10/2/2007 10/1/2009

11/8/2002 3/1/2006 Biodiversity

1/5/2009 10/1/2009

5/3/2012 5/3/2012 Clean Energy Production; Wind Energy

9/7/2011 5/1/2012 Non-Financial Metrics

Climate Change Mitigation; Emissions; Sustainability Strategy

Agriculture & Food; Certifications; Sustainability Reporting

6/17/2013 6/17/2013

3/12/2011 3/12/2011

7/6/2007 11/1/2009 Conservation

Chemicals, Toxics & Heavy Metals; Sustainability Reporting; Water Contamination/Quality

Climate Change Adaptation; Climate Change Impacts; Natural Disasters

2/1/2013 7/1/2013 Energy Efficiency

1/13/2009 2/1/2009 Sustainability Reporting

4/8/2013 4/8/2013 Climate Change Mitigation

10/15/2010 8/1/2012 Clean Energy Production; Organics; Waste

8/30/2010 2/1/2011

3/5/2003 11/1/2009 Chemicals, Toxics & Heavy Metals

Clean Energy Production; Geothermal Energy

8/8/2014 11/1/2014 Clean Energy Production; Solar Energy

5/3/2006 11/1/2006

10/13/2011 6/1/2014 Clean Energy Production

9/26/2012 9/1/2012 Eco-tourism

Conservation; Forest Products; Sustainability Reporting

11/1/2007 11/1/2007 Biodiversity; Conservation

1/22/2012 5/1/2013 Sustainability Reporting

10/7/2014 3/1/2015

9/26/2012 11/1/2012 Sustainability Reporting

5/17/2011 3/1/2012 Sustainability Reporting

Non-Financial Metrics; Sustainability Reporting

2/25/2003 6/1/2003 Sustainability Strategy

6/17/2008 10/1/2008 Emissions

11/12/2009 7/1/2011 Chemicals, Toxics & Heavy Metals

3/4/2004 4/1/2005

11/23/2005 8/1/2006

4/18/2007 5/1/2007 Agriculture & Food; Organics

Clean Energy Production; Hydroelectric Power

3/24/2014 3/24/2014 Organics

10/10/2012 2/1/2014 Climate Change Mitigation

9/23/2011 7/1/2012 Biofuels; Clean Energy Production

9/9/2008 7/1/2012 Clean Energy Production

2/19/2013 2/19/2013 Sustainable Cities

3/4/2009 7/1/2009 Biofuels; Clean Energy Production

9/6/2011 3/1/2012 Emissions; Energy Efficiency

2/8/2010 11/1/2013 Sustainable Cities

7/29/2008 1/1/2009 Eco-tourism; Land Use

6/29/2012 2/1/2014Clean Energy Production; Nuclear Energy; Solar Energy

4/30/2013 4/30/2013 Sustainability Strategy

10/29/2013 10/29/2013 Agriculture & Food

10/2/2012 10/1/2012 Natural Resources

6/15/2011 2/1/2013 Sustainability Reporting

8/9/2007 8/9/2007 Water Management

8/31/2000 8/31/2000 Waste; Water Management

8/31/2000 8/31/2000 Waste; Water Management

12/1/2011 6/1/2014 Fisheries

1/5/2009 1/5/2009 Emissiosn; Sustainability Reporting; Waste

1/7/2011 1/7/2011 Sustainable Cities

3/2/2007 4/1/2007 Deforestation

11/1/2010 12/1/2010 Biofuels; Clean Energy Production

12/14/2005 2/1/2006 Agriculture & Food

8/20/2012 5/1/2013 Water Management

2/17/2009 4/1/2011 Green Buildings; Natural Disasters

10/25/2012 10/25/2012Agriculture & Food; Climate Change Impacts; GMOs

12/23/2009 2/1/2012 Agriculture & Food; GMOs

12/11/2001 6/1/2002 Agriculture & Food; GMOs

12/9/2014 12/9/2014 Agriculture & Food

8/31/2009 8/1/2011 Clean Energy Production; Solar Energy

12/4/2002 12/4/2002 Natural Resources; Sustainability Reporting

3/10/2003 8/1/2005 Conservation

11/6/2011 6/1/2013 Sustainability Reporting

8/15/2006 10/1/2012 Green Products

9/14/2012 9/14/2012 Natural Resources

12/10/2004 5/1/2005 Agriculture & Supply Chain

6/29/2001 6/29/2001 Clean Energy Production; Waste

9/13/2011 5/1/2013 Sustainability Reporting

4/17/2002 5/1/2003 Agriculture & Food; Non-Financial Metrics

5/31/2011 1/1/2013 Sustainability Reporting

1/7/2002 1/7/2002 Natural Resources

7/1/2013 7/1/2013 Biofuels; Clean Energy Production

1/1/1994 8/1/1994

6/30/2011 1/1/2013 Sustainability Reporting

9/5/2013 2/1/2015 Natural Resources

12/17/2012 4/1/2013 Agriculture & Food

Agriculture & Food; Chemicals, Toxics & Heavy Metals; Water Management

1/1/2015 1/1/2015 Sustainability Strategy

12/1/2011 4/1/2012 Sustainable Cities; Transportation

9/14/2010 1/1/2012 Energy Efficiency

1/23/2007 11/1/2007 Organics

11/6/2006 11/6/2006 Agriculture & Food; Organics

8/11/2010 10/1/2010

6/1/2011 10/1/2012 Conservation; Water Management

Conservation; Optimal Scale; Natural Resources

2/20/2013 2/1/2014 Sustainable Cities; Water Management

10/1/2008 3/1/2010 Electric Cars

8/8/2000 2/1/2001 Fisheries; Forest Products

6/5/2001 11/1/2001 Fisheries; Forest Products

10/8/2010 10/1/2011 Biodiversity

3/7/2011 6/1/2011 Clean Energy Production

2/22/2011 2/22/2011 Energy Efficiency

3/1/1994 10/1/1994Clean Energy Production; Environmental Justice; Waste

11/6/2009 5/1/2010 Agriculture & Food

1/11/2008 2/1/2008 Chemicals, Toxics & Heavy Metals

2/24/2010 10/1/2010 Electric Cars

2/17/2010 12/1/2011

4/10/2001 1/1/2003 Agriculture & Food; GMOs

Sustainability Reporting; Sustainability Strategy

10/23/2012 10/23/2012

11/10/2009 4/1/2010 Green Buildings; Transportation

2/1/1999 10/1/2009 Environmental Justice

2/14/2012 11/1/2013 Energy Efficiency

1/18/2011 1/18/2011 Green Buildings; Green Products

Clean Energy Production; Climate Change Mitigation

10/28/2008 10/1/2009 Sustainability Reporting

3/1/2015 3/1/2015

12/18/2014 12/18/2014 GMOs

8/25/2009 8/25/2009 Sustainability Reporting

7/31/2012 2/1/2013 Agriculture & Food; Natural Resources

2/18/2015 2/18/2015

Natural Resources; Pollution; Non-Financial Metrics

Clean Energy Production; Climate Change Mitigation

2/15/2011 9/1/2013 Waste

11/19/2008 3/1/2009 Emissions; Pollution

9/17/2010 12/1/2011 Sustainability Reporting

10/2/2002 5/1/2004

4/1/1994 1/1/1995 Agriculture & Food; Fisheries

6/30/2010 8/1/2010 Sustainability Reporting

Agriculture & Food; Certifications; Conservation; Sustainability Strategy

1/1/2015 1/1/2015

11/19/2008 11/19/2008

9/13/2007 8/1/2008 Climate Change Impacts

4/1/2003 4/1/2003 Fisheries; Oceans; Waste

Climate Change Mitigation; Natural Resources; Sustainability Strategy

Clean Energy Production; Climate Change Adaptation

9/29/2009 1/1/2012 Clean Energy Production; Solar Energy

9/14/2006 11/1/2008

9/2/2014 9/2/2014 Forest Products; Natural Resources

7/23/2009 7/23/2009 Emissions; Sustainability Reporting

8/26/2013 10/1/2013

Clean Energy Production; Emissions; Wind Energy

7/25/2003 12/1/2004 Conservation

3/29/2001 4/1/2001 Sustainability Reporting

3/3/2003 7/1/2004 Sustainability Strategy

3/9/2015 3/9/2015 Natural Resources

12/8/2011 11/1/2012 Biodiversity; Certifications

6/28/2011 4/1/2014 Agriculture & Food; Organics

2/8/2005 2/8/2005 Climate Change Impacts; Natural Disasters

9/30/2011 10/1/2012 Biofuels; Clean Energy Production

11/11/2008 11/11/2008Agriculture & Food; Climate Change Adaptation; GMOs

7/24/2013 8/1/2014 Water Management

3/6/2006 4/1/2009 Clean Energy Production; Wind Energy

2/8/2010 1/1/2014 Chemicals, Toxics & Heavy Metals

6/7/2010 8/1/2011 Chemicals, Toxics & Heavy Metals

11/20/2012 12/1/2013 Clean Energy Production; Nuclear Energy

8/17/2013 1/1/2014 Electric Cars

10/4/2007 4/1/2009 Electric Cars; Emissions

2/13/2008 5/1/2012 Climate Change Impacts

7/27/2011 4/1/2012 Chemicals, Toxics & Heavy Metals

12/12/2006 12/1/2007

11/22/2005 11/22/2005 Fisheries; Waste

Agriculture & Food; Biodiversity; Conservation; Natural Resources; Sustainability Reporting

4/1/2008 4/1/2008 Clean Energy Production

6/25/2010 2/1/2011 Clean Energy Production; Wind Energy

2/1/2002 4/1/2011 Electric Cars

3/24/2010 6/1/2010

Climate Change Mitigation; Emissions; Energy Efficiency; Sustainable Cities; Water Contamination/Quality

3/20/2015 3/1/2015 Energy Efficiency; Smart Grid

3/2/2009 3/2/2009 Natural Disasters

1/28/2014 8/1/2014 Natural Resources

2/10/2010 4/1/2011 Climate Change Mitigation; Emissions

5/19/2010 11/1/2012 Energy Efficiency; Smart Grid

5/23/2014 1/1/2015

6/27/2008 8/1/2008 Clean Energy Production; Wind Energy

2/28/2005 3/1/2005 Conservation

9/13/2013 10/1/2014 Natural Resources

3/5/2008 4/1/2009

7/19/2004 12/1/2004 Sustainability Reporting

2/24/2014 2/24/2014

1/13/2006 12/1/2006 Electric Cars

2/17/2015 2/17/2015

9/15/2011 2/1/2013

6/29/2010 6/1/2011

Agriculture & Food; Clean Energy Production; Energy Efficiency; Waste

Non-Financial Metrics; Sustainability Reporting

2/9/2007 3/1/2007

3/6/2015 3/6/2015 Agriculture & Food; Waste

6/28/1995 6/28/1995 Chemicals, Toxics & Heavy Metals

8/13/2010 1/1/2013

Climate Change Mitigation; Emissions; Sustainability Reporting

Water Insecurity/Scarcity; Water Management

6/21/2013 6/1/2014

7/21/2009 10/1/2011

12/6/2007 12/1/2007

10/4/2011 11/1/2011 Clean Energy Production; Solar Energy

Agriculture & Food; Natural Resources; Sustainability Reporting

Agriculture & Food; Certifications; Transportation

5/18/2009 10/1/2009 Clean Energy Production; Emissions

3/16/2011 7/1/2011 Clean Energy Production; Wind Energy

2/1/1997 7/1/2004 Certifications; Green Buildings

11/8/2002 3/1/2003 Water Management

8/25/2009 9/1/2011

3/4/2005 3/4/2005 Eco-tourism

12/8/2009 3/1/2013

Agriculture & Food; Organics; Sustainability Strategy

Agriculture & Food; Water Contamination/Quality; Water Insecurity/Scarcity

7/6/2007 11/1/2009 Conservation

6/23/2008 8/1/2008 Conservation; Natural Resources

6/30/2003 7/1/2004 Conservation

1/1/1994 5/1/1995 Closed-loop Manufacturing

5/10/2002 8/1/2006 Green Buildings

9/24/2010 11/1/2010 Waste

2/22/2010 6/1/2011 Agriculture & Food; Organics

Discipline DRFD URL

Strategy

Business/Government Relations; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=38445

http://www.hbs.edu/faculty/Pages/item.aspx?num=38036

Business/Government Relations; Finance & Investing; Strategy;Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=40253

Business/Government Relations

Strategy

Leadership & Teams; Strategy

Finance & Investing; Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=41546

http://www.hbs.edu/faculty/Pages/item.aspx?num=28902

http://www.hbs.edu/faculty/Pages/item.aspx?num=25339

http://www.hbs.edu/faculty/Pages/item.aspx?num=34121

http://www.hbs.edu/faculty/Pages/item.aspx?num=40041

http://www.hbs.edu/faculty/Pages/item.aspx?num=34380

Strategy

Strategy

Business/Government Relations; Strategy

Business/Government Relations

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=38126

http://www.hbs.edu/faculty/Pages/item.aspx?num=23090

http://www.hbs.edu/faculty/Pages/item.aspx?num=23140

http://www.hbs.edu/faculty/Pages/item.aspx?num=23222

http://www.hbs.edu/faculty/Pages/item.aspx?num=34989

Finance & Investing; Leadership & Team

Business/Government Relations

Business/Government Relations; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=39541

Business/Government Relations; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=27321

http://www.hbs.edu/faculty/Pages/item.aspx?num=32983

http://www.hbs.edu/faculty/Pages/item.aspx?num=36694

Strategy

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=41145

http://www.hbs.edu/faculty/Pages/item.aspx?num=34062

Marketing; Operations & Supply Chain; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=38462

Strategy

Finance & Investing

Operations & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=46184

http://www.hbs.edu/faculty/Pages/item.aspx?num=43160

http://www.hbs.edu/faculty/Pages/item.aspx?num=36063

Leadership & Teams; Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=38520

Business & Government Relations; Strategy

Strategy

Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=39789

Business/Government Relations; Operations & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=39362

http://www.hbs.edu/faculty/Pages/item.aspx?num=47581

http://www.hbs.edu/faculty/Pages/item.aspx?num=41314

Business Ethics; Strategy

Business/Government Relations; Strategy

Strategy

Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=32260

http://www.hbs.edu/faculty/Pages/item.aspx?num=31370

http://www.hbs.edu/faculty/Pages/item.aspx?num=39414

http://www.hbs.edu/faculty/Pages/item.aspx?num=29801

Business/Government Relations

Business/Government Relations

Entrepreneurship

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=39389

http://www.hbs.edu/faculty/Pages/item.aspx?num=32812

Leadership & Teams; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=44329

http://www.hbs.edu/faculty/Pages/item.aspx?num=34946

http://www.hbs.edu/faculty/Pages/item.aspx?num=28441

Operations & Supply Chain

Entrepreneurship

Operations & Supply Chain

Technology & Innovation.

Leadership & Teams

http://www.hbs.edu/faculty/Pages/item.aspx?num=34874

http://www.hbs.edu/faculty/Pages/item.aspx?num=32910

http://www.hbs.edu/faculty/Pages/item.aspx?num=34199

http://www.hbs.edu/faculty/Pages/item.aspx?num=44283

http://www.hbs.edu/faculty/Pages/item.aspx?num=40250

Technology & Innovation.

Business/Government Relations; Marketing

Entrepreneurship; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=37850

http://www.hbs.edu/faculty/Pages/item.aspx?num=28567

http://www.hbs.edu/faculty/Pages/item.aspx?num=40579

Finance & Investing

Business/Government Relations

http://www.hbs.edu/faculty/Pages/item.aspx?num=37077

http://www.hbs.edu/faculty/Pages/item.aspx?num=30507

http://www.hbs.edu/faculty/Pages/item.aspx?num=35374

Business/Government Relations; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=45759

Entrepreneurship; Technology & Innovation.

Entrepreneurship; Technology & Innovation.

Business Ethics; Technology & Innovation.

Business & Government Relations; Strategy

Finance & Investing

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=40739

http://www.hbs.edu/faculty/Pages/item.aspx?num=40831

http://www.hbs.edu/faculty/Pages/item.aspx?num=34732

http://www.hbs.edu/faculty/Pages/item.aspx?num=23088

http://www.hbs.edu/faculty/Pages/item.aspx?num=31852

http://www.hbs.edu/faculty/Pages/item.aspx?num=48442

Business & Government Relations

Finance & Investing; Strategy

Technology & Innovation.

Technology & Innovation.

Business/Government Relations; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=23527

http://www.hbs.edu/faculty/Pages/item.aspx?num=39064

http://www.hbs.edu/faculty/Pages/item.aspx?num=41452

http://www.hbs.edu/faculty/Pages/item.aspx?num=48610

http://www.hbs.edu/faculty/Pages/item.aspx?num=46933

http://www.hbs.edu/faculty/Pages/item.aspx?num=24405

Business/Government Relations

Business/Government Relations; Operations & Supply Chain;Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=33494

http://www.hbs.edu/faculty/Pages/item.aspx?num=38199

Business/Government Relations; Finance & Investing; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=43430

Business/Government Relations; Strategy

Business/Government Relations; Strategy

Negotiations

Leadership & Teams; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=43261

http://www.hbs.edu/faculty/Pages/item.aspx?num=37360

http://www.hbs.edu/faculty/Pages/item.aspx?num=33942

http://www.hbs.edu/faculty/Pages/item.aspx?num=48629

Technology & Innovation.

Negotiations

Business/Government Relations; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=36115

http://www.hbs.edu/faculty/Pages/item.aspx?num=33051

http://www.hbs.edu/faculty/Pages/item.aspx?num=38103

http://www.hbs.edu/faculty/Pages/item.aspx?num=41110

Strategy; Technology & Innovation.

Strategy; Technology & Innovation.

Leadership & Teams; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=34555

http://www.hbs.edu/faculty/Pages/item.aspx?num=47925

http://www.hbs.edu/faculty/Pages/item.aspx?num=40100

http://www.hbs.edu/faculty/Pages/item.aspx?num=48669

Strategy; Technology & Innovation.

Technology & Innovation.

Finance & Investing; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=46077

http://www.hbs.edu/faculty/Pages/item.aspx?num=38877

http://www.hbs.edu/faculty/Pages/item.aspx?num=38576

Business/Government Relations; Strategy

Marketing; Technology & Innovation.

Business/Government Relations

http://www.hbs.edu/faculty/Pages/item.aspx?num=41438

http://www.hbs.edu/faculty/Pages/item.aspx?num=48239

http://www.hbs.edu/faculty/Pages/item.aspx?num=41445

http://www.hbs.edu/faculty/Pages/item.aspx?num=45710

Marketing; Strategy

Strategy

Strategy

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=41259

http://www.hbs.edu/faculty/Pages/item.aspx?num=48331

http://www.hbs.edu/faculty/Pages/item.aspx?num=39209

http://www.hbs.edu/faculty/Pages/item.aspx?num=11419

Business/Government Relations; Strategy

Technology & Innovation.

Business Ethics; Business/Government Relations; Finance & Investing; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=40877

http://www.hbs.edu/faculty/Pages/item.aspx?num=32951

Entrepreneurship; Leadership & Teams; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=37610

http://www.hbs.edu/faculty/Pages/item.aspx?num=47686

Finance & Investing; Strategy

Technology & Innovation.

Business/Government Relations; Strategy

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=41471

http://www.hbs.edu/faculty/Pages/item.aspx?num=33918

http://www.hbs.edu/faculty/Pages/item.aspx?num=33226

Entrepreneurship; Operations & Supply Chain; Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=42945

http://www.hbs.edu/faculty/Pages/item.aspx?num=29691

Strategy; Technology & Innovation.

Business Ethics; Strategy

Business/Government Relations

http://www.hbs.edu/faculty/Pages/item.aspx?num=36160

http://www.hbs.edu/faculty/Pages/item.aspx?num=29924

http://www.hbs.edu/faculty/Pages/item.aspx?num=29320

Operations & Supply Chain; Strategy

Strategy

Negotiations

http://www.hbs.edu/faculty/Pages/item.aspx?num=24369

Business/Government Relations; Operations & Supply Chain; Technology & Innovation

http://www.hbs.edu/faculty/Pages/item.aspx?num=44670

http://www.hbs.edu/faculty/Pages/item.aspx?num=32426

http://www.hbs.edu/faculty/Pages/item.aspx?num=41550

Finance & Investing

Business Ethics; Finance & Investing

Accounting; Operations & Supply Chain

Business/Government Relations; Operations & Supply Chain; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=40654

http://www.hbs.edu/faculty/Pages/item.aspx?num=30490

http://www.hbs.edu/faculty/Pages/item.aspx?num=43306

http://www.hbs.edu/faculty/Pages/item.aspx?num=43969

Business/Government Relations

Business/Government Relations

Business/Government Relations;

http://www.hbs.edu/faculty/Pages/item.aspx?num=23180

http://www.hbs.edu/faculty/Pages/item.aspx?num=30890

Business/Government Relations; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=30896

Entrepreneurship; Marketing; Strategy

Finance & Investing

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=41585

http://www.hbs.edu/faculty/Pages/item.aspx?num=42880

http://www.hbs.edu/faculty/Pages/item.aspx?num=43515

http://www.hbs.edu/faculty/Pages/item.aspx?num=36395

Marketing; Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=34629

Business/Government Relations; Strategy

Business Ethics

http://www.hbs.edu/faculty/Pages/item.aspx?num=34984

Business/Government Relations; Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=29411

http://www.hbs.edu/faculty/Pages/item.aspx?num=36730

Business/Government Relations; Leadership & Teams; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=42539

Entrepreneurship; Marketing; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=40862

Operations & Supply Chain; Strategy

Strategy

Business/Government Relations; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=44895

http://www.hbs.edu/faculty/Pages/item.aspx?num=40271

http://www.hbs.edu/faculty/Pages/item.aspx?num=34722

Entrepreneurship; Strategy

Finance & Investing

Finance & Investing

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=44190

http://www.hbs.edu/faculty/Pages/item.aspx?num=36801

http://www.hbs.edu/faculty/Pages/item.aspx?num=44671

Operations & Supply Chain; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=39567

http://www.hbs.edu/faculty/Pages/item.aspx?num=39294

http://www.hbs.edu/faculty/Pages/item.aspx?num=29702

Leadership & Teams

Finance & Investing

Business/Government Relations; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=47654

Business/Government Relations; Operations & Supply Chain; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=33278

http://www.hbs.edu/faculty/Pages/item.aspx?num=40983

http://www.hbs.edu/faculty/Pages/item.aspx?num=42902

Strategy

Leadership & Teamshttp://www.hbs.edu/faculty/Pages/item.aspx?num=41376

Strategy

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=47583

http://www.hbs.edu/faculty/Pages/item.aspx?num=43155

http://www.hbs.edu/faculty/Pages/item.aspx?num=40509

Strategy

Business/Government Relations; Strategy

Business/Government Relations; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=29680

http://www.hbs.edu/faculty/Pages/item.aspx?num=36062

http://www.hbs.edu/faculty/Pages/item.aspx?num=38139

Finance & Investing

Accounting; Finance & Investing; Strategy

Leadership & Teams

http://www.hbs.edu/faculty/Pages/item.aspx?num=30952

http://www.hbs.edu/faculty/Pages/item.aspx?num=32875

http://www.hbs.edu/faculty/Pages/item.aspx?num=34452

Business/Government Relations

Finance & Investing

Business/Government Relations; Marketing; Operations & Supply Chain; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=47051

http://www.hbs.edu/faculty/Pages/item.aspx?num=43345

http://www.hbs.edu/faculty/Pages/item.aspx?num=40919

Finance & Investing; Strategy

Strategy; Technology & Innovation.

Operatins & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=36423

Business/Government Relations; Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=44290

http://www.hbs.edu/faculty/Pages/item.aspx?num=37036

http://www.hbs.edu/faculty/Pages/item.aspx?num=40859

Business/Government Relations

Business/Government Relations; Negotiations; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=38370

http://www.hbs.edu/faculty/Pages/item.aspx?num=36233

Business/Government Relations; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=42734

Marketing; Technology & Innovation.

Technology & Innovation.

Business/Government Relation

Business/Government Relations; Strategy

Business/Government Relations

http://www.hbs.edu/faculty/Pages/item.aspx?num=44828

http://www.hbs.edu/faculty/Pages/item.aspx?num=45841

http://www.hbs.edu/faculty/Pages/item.aspx?num=43224

http://www.hbs.edu/faculty/Pages/item.aspx?num=40608

http://www.hbs.edu/faculty/Pages/item.aspx?num=34797

http://www.hbs.edu/faculty/Pages/item.aspx?num=27410

Business/Government Relations

Strategy

Strategy

Operations & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=27411

http://www.hbs.edu/faculty/Pages/item.aspx?num=41296

http://www.hbs.edu/faculty/Pages/item.aspx?num=36729

Business/Government Relations; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=39855

http://www.hbs.edu/faculty/Pages/item.aspx?num=34206

Business/Government Relations; Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=39569

Business Ethics; Strategy

Leadership & Teams

Business Ethics; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=32898

http://www.hbs.edu/faculty/Pages/item.aspx?num=42858

http://www.hbs.edu/faculty/Pages/item.aspx?num=37066

http://www.hbs.edu/faculty/Pages/item.aspx?num=43215

Technology & Innovation.

Operations & Supply Chain; Strategy

Strategy; Technology & Innovation.

Accounting

Business/Government Relations

Operations & Supply Chain; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=38245

http://www.hbs.edu/faculty/Pages/item.aspx?num=28678

http://www.hbs.edu/faculty/Pages/item.aspx?num=48369

http://www.hbs.edu/faculty/Pages/item.aspx?num=37873

http://www.hbs.edu/faculty/Pages/item.aspx?num=29467

http://www.hbs.edu/faculty/Pages/item.aspx?num=29779

Strategy; Technology & Innovation.

Marketing; Strategy

Marketing; Operations & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=41127

http://www.hbs.edu/faculty/Pages/item.aspx?num=33442

http://www.hbs.edu/faculty/Pages/item.aspx?num=43071

http://www.hbs.edu/faculty/Pages/item.aspx?num=31831

Business/Government Relationshttp://www.hbs.edu/faculty/Pages/item.aspx?num=28271

http://www.hbs.edu/faculty/Pages/item.aspx?num=40880

Business/Government Relations; Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=29014

http://www.hbs.edu/faculty/Pages/item.aspx?num=40531

Business/Government Relations

Operations & Supply Chain; Strategy

Business/Government Relations

http://www.hbs.edu/faculty/Pages/item.aspx?num=28739

http://www.hbs.edu/faculty/Pages/item.aspx?num=45062

http://www.hbs.edu/faculty/Pages/item.aspx?num=23471

http://www.hbs.edu/faculty/Pages/item.aspx?num=40679

Operations & Supply Chain; Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=45543

Business/Government Rleations; Operations & Supply Chain; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=43838

Finance & Investing; Strategy

Operations & Supply Chain; Strategy

Technology & Innovation.

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=48533

http://www.hbs.edu/faculty/Pages/item.aspx?num=41213

http://www.hbs.edu/faculty/Pages/item.aspx?num=39383

http://www.hbs.edu/faculty/Pages/item.aspx?num=34041

Marketing; Strategy

Finance & Investing;

http://www.hbs.edu/faculty/Pages/item.aspx?num=33820

http://www.hbs.edu/faculty/Pages/item.aspx?num=39312

http://www.hbs.edu/faculty/Pages/item.aspx?num=40539

Strategy

Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=44309

http://www.hbs.edu/faculty/Pages/item.aspx?num=36468

Business/Government Relations; Negotiations

http://www.hbs.edu/faculty/Pages/item.aspx?num=27365

Operations & Supply Chain

Business/Government Relations; Strategy

Strategy; Technology & Innovation.

Business/Government Relations; Strategy

Business/Government Relations; Negotiations

http://www.hbs.edu/faculty/Pages/item.aspx?num=28168

http://www.hbs.edu/faculty/Pages/item.aspx?num=39477

http://www.hbs.edu/faculty/Pages/item.aspx?num=40135

http://www.hbs.edu/faculty/Pages/item.aspx?num=40074

http://www.hbs.edu/faculty/Pages/item.aspx?num=23485

Finance & Investing

Entrepreneurship

Leadership & Teams

http://www.hbs.edu/faculty/Pages/item.aspx?num=38123

http://www.hbs.edu/faculty/Pages/item.aspx?num=35371

http://www.hbs.edu/faculty/Pages/item.aspx?num=38480

Accounting; Finance & Investing; Operations & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=38447

http://www.hbs.edu/faculty/Pages/item.aspx?num=28035

Business/Government Relations

Finance & Investing; Marketing; Strategy;

Business/Government Relations

Strategy

Entrepreneurship; Marketing; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=43476

http://www.hbs.edu/faculty/Pages/item.aspx?num=38157

http://www.hbs.edu/faculty/Pages/item.aspx?num=14320

http://www.hbs.edu/faculty/Pages/item.aspx?num=41482

http://www.hbs.edu/faculty/Pages/item.aspx?num=39906

Marketing; Strategy

Accounting; Economics

Marketing; Technology & Innovation.

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=36532

http://www.hbs.edu/faculty/Pages/item.aspx?num=48974

http://www.hbs.edu/faculty/Pages/item.aspx?num=48414

http://www.hbs.edu/faculty/Pages/item.aspx?num=37792

http://www.hbs.edu/faculty/Pages/item.aspx?num=42834

http://www.hbs.edu/faculty/Pages/item.aspx?num=48631

Accounting

Business/Government Relations; Operations & Supply Chain; Technology & Innovation

http://www.hbs.edu/faculty/Pages/item.aspx?num=40042

Business/Government Relations; Entrepreneurship; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=36638

http://www.hbs.edu/faculty/Pages/item.aspx?num=39392

Business/Government Relations

Strategy

Business/Government Relations; Operations & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=29323

http://www.hbs.edu/faculty/Pages/item.aspx?num=23518

http://www.hbs.edu/faculty/Pages/item.aspx?num=39058

Business Ethics; Marketing; Strategy

Strategy; Technology & Innovation.

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=48469

Business/Government Relations; Finance & Investing; Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=34919

http://www.hbs.edu/faculty/Pages/item.aspx?num=29813

Business/Government Relations; Strategy

Business/Government Relations

Operations & Supply Chain; Strategy

Finance & Investing; Strategy

Operations & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=37947

http://www.hbs.edu/faculty/Pages/item.aspx?num=33510

http://www.hbs.edu/faculty/Pages/item.aspx?num=47920

http://www.hbs.edu/faculty/Pages/item.aspx?num=37614

http://www.hbs.edu/faculty/Pages/item.aspx?num=45556

Strategy

Finance & Investing

Strategy

Marketing; Operations & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=30185

http://www.hbs.edu/faculty/Pages/item.aspx?num=27815

http://www.hbs.edu/faculty/Pages/item.aspx?num=29692

http://www.hbs.edu/faculty/Pages/item.aspx?num=48961

http://www.hbs.edu/faculty/Pages/item.aspx?num=41262

Finance & Investing; Operations & Supply Chain

http://www.hbs.edu/faculty/Pages/item.aspx?num=40666

Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=32058

Leadership & Teams; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=40948

http://www.hbs.edu/faculty/Pages/item.aspx?num=36582

Strategy; Technology & Innovation.

Entrepreneurship; Strategy

Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=45206

http://www.hbs.edu/faculty/Pages/item.aspx?num=33078

http://www.hbs.edu/faculty/Pages/item.aspx?num=38388

Strategy; Technology & Innovation.

Finance & Investing

Technology & Innovation.

Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=38931

http://www.hbs.edu/faculty/Pages/item.aspx?num=43679

http://www.hbs.edu/faculty/Pages/item.aspx?num=45377

http://www.hbs.edu/faculty/Pages/item.aspx?num=34991

Strategy

Marketing; Strategy

Business/Government Relations

Business/Government Relations; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=35625

http://www.hbs.edu/faculty/Pages/item.aspx?num=40737

http://www.hbs.edu/faculty/Pages/item.aspx?num=33917

http://www.hbs.edu/faculty/Pages/item.aspx?num=32913

Finance & Investing; Strategy

Technology & Innovation.

Technology & Innovation.

Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=35794

http://www.hbs.edu/faculty/Pages/item.aspx?num=39019

http://www.hbs.edu/faculty/Pages/item.aspx?num=28807

http://www.hbs.edu/faculty/Pages/item.aspx?num=38595

Strategy; Technology & Innovation.http://www.hbs.edu/faculty/Pages/item.aspx?num=48995

Leadership & Teams; Operations & Supply Chain; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=37023

http://www.hbs.edu/faculty/Pages/item.aspx?num=46203

Business/Government Relations; Economics

Strategy; Technology & Innovation.

Accounting; Strategy

Business/Government Relations

http://www.hbs.edu/faculty/Pages/item.aspx?num=38396

http://www.hbs.edu/faculty/Pages/item.aspx?num=38901

http://www.hbs.edu/faculty/Pages/item.aspx?num=47433

http://www.hbs.edu/faculty/Pages/item.aspx?num=36098

http://www.hbs.edu/faculty/Pages/item.aspx?num=32095

Business/Government Relations; Strategy

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=45599

Business/Government Relations; Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=35689

http://www.hbs.edu/faculty/Pages/item.aspx?num=31341

Leadership & Teams; Negotiations

Strategy; Technology & Innovation.

Finance & Investing

Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=46912

http://www.hbs.edu/faculty/Pages/item.aspx?num=32954

http://www.hbs.edu/faculty/Pages/item.aspx?num=48741

http://www.hbs.edu/faculty/Pages/item.aspx?num=40889

Entrepreneurship; Finance & Investing; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=39029

Strategy

Operations & Supply Chain

Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=34097

http://www.hbs.edu/faculty/Pages/item.aspx?num=48366

http://www.hbs.edu/faculty/Pages/item.aspx?num=39223

Business/Government Relations; Strategy

Strategy

Business Ethics

http://www.hbs.edu/faculty/Pages/item.aspx?num=44837

http://www.hbs.edu/faculty/Pages/item.aspx?num=37597

http://www.hbs.edu/faculty/Pages/item.aspx?num=35274

Business/Government Relations; Finance & Investing; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=40959

Marketing; Strategy

Business/Government Relations

Business/Government Relations; Marketing; Strategy; Technology & Innovation.

http://www.hbs.edu/faculty/Pages/item.aspx?num=37351

http://www.hbs.edu/faculty/Pages/item.aspx?num=40169

http://www.hbs.edu/faculty/Pages/item.aspx?num=25262

Business/Government Relations

Operations & Supply Chain; Strategy

Business/Government Relations; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=29410

http://www.hbs.edu/faculty/Pages/item.aspx?num=37800

Entrepreneurship; Finance & Investing; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=32102

http://www.hbs.edu/faculty/Pages/item.aspx?num=38224

Business/Government Rleations; Strategy

Business/Government Relations; Strategy

Strategy

Operations & Supply Chain

Finance & Investing

http://www.hbs.edu/faculty/Pages/item.aspx?num=34724

http://www.hbs.edu/faculty/Pages/item.aspx?num=36087

http://www.hbs.edu/faculty/Pages/item.aspx?num=30084

http://www.hbs.edu/faculty/Pages/item.aspx?num=23384

http://www.hbs.edu/faculty/Pages/item.aspx?num=29054

Strategy; Technology & Innovation.

Entrepreneurship; Strategy

http://www.hbs.edu/faculty/Pages/item.aspx?num=39437

http://www.hbs.edu/faculty/Pages/item.aspx?num=38470