The founder of Cheekbone Beauty, an Indigenous enterprise in the Niagara Region of Ontario, was driven by the goal of becoming "the first Indigenous woman to create a unicorn beauty brand from Canada." In early 2021, she was seeking resolution to an ongoing entrepreneurial dilemma: How should she identify the fledgling company's unique strengths and build them into sustainable competitive advantages?
The case features Sara Razmpa, head of responsible investment, and Fiona Frick, CEO of Unigestion, at a critical juncture in the Geneva-based asset management firm's ESG journey: the decision to launch an equities fund that specifically tackles climate change. While Unigestion had launched product families that integrated ESG in the past, this would be a new and more challenging undertaking. The case opens with the two debating between whether to launch a Climate Transition Fund or the more ambitious Paris-aligned Fund. Both methods aligned with the Paris Agreement by placing the portfolio on a 1.5ºC trajectory, with no or limited overshoot, and heading towards net-zero by 2050. However, they differed in their starting points and stringency. Students are placed in the shoes of Razmpa and Frick and need to decide which portfolio to launch - while balancing climate impact, commercial considerations and fund performance. The selection of climate funds is not straightforward. The decision touches on key debate points in sustainable finance: a financial investor's fiduciary duty, whether to exclude or engage with high emitters and what would be most effective in tackling climate change. Finally, the case includes a practical application exercise where students can construct their own climate-focused portfolio. This is a timely case. There is a growing spotlight on climate change, especially with COP 26 in late 2021. Despite country pledges for net-zero emissions, a UN study found that current fossil fuel production plans set forth by governments worldwide for 2030 is double the level required to limit global warming to 1.5ºC. The financial sector, as a key allocator of capital, has a key role to play. This case can help students better understand the role financial institutions can play in the transformation towards a 1.5ºC world, the nuances of building climate positive portfolios and how to critically analyze different climate strategies and their implications.
The case features Sara Razmpa, head of responsible investment, and Fiona Frick, CEO of Unigestion, at a critical juncture in the Geneva-based asset management firm's ESG journey: the decision to launch an equities fund that specifically tackles climate change. While Unigestion had launched product families that integrated ESG in the past, this would be a new and more challenging undertaking. The case opens with the two debating between whether to launch a Climate Transition Fund or the more ambitious Paris-aligned Fund. Both methods aligned with the Paris Agreement by placing the portfolio on a 1.5ºC trajectory, with no or limited overshoot, and heading towards net-zero by 2050. However, they differed in their starting points and stringency. Students are placed in the shoes of Razmpa and Frick and need to decide which portfolio to launch - while balancing climate impact, commercial considerations and fund performance. The selection of climate funds is not straightforward. The decision touches on key debate points in sustainable finance: a financial investor's fiduciary duty, whether to exclude or engage with high emitters and what would be most effective in tackling climate change. Finally, the case includes a practical application exercise where students can construct their own climate-focused portfolio. This is a timely case. There is a growing spotlight on climate change, especially with COP 26 in late 2021. Despite country pledges for net-zero emissions, a UN study found that current fossil fuel production plans set forth by governments worldwide for 2030 is double the level required to limit global warming to 1.5ºC. The financial sector, as a key allocator of capital, has a key role to play. This case can help students better understand the role financial institutions can play in the transformation towards a 1.5ºC world, the nuances of building climate positive portfolios and how to critically analyze different climate strategies and their implications.
The case features Sara Razmpa, head of responsible investment, and Fiona Frick, CEO of Unigestion, at a critical juncture in the Geneva-based asset management firm's ESG journey: the decision to launch an equities fund that specifically tackles climate change. While Unigestion had launched product families that integrated ESG in the past, this would be a new and more challenging undertaking. The case opens with the two debating between whether to launch a Climate Transition Fund or the more ambitious Paris-aligned Fund. Both methods aligned with the Paris Agreement by placing the portfolio on a 1.5ºC trajectory, with no or limited overshoot, and heading towards net-zero by 2050. However, they differed in their starting points and stringency. Students are placed in the shoes of Razmpa and Frick and need to decide which portfolio to launch - while balancing climate impact, commercial considerations and fund performance. The selection of climate funds is not straightforward. The decision touches on key debate points in sustainable finance: a financial investor's fiduciary duty, whether to exclude or engage with high emitters and what would be most effective in tackling climate change. Finally, the case includes a practical application exercise where students can construct their own climate-focused portfolio. This is a timely case. There is a growing spotlight on climate change, especially with COP 26 in late 2021. Despite country pledges for net-zero emissions, a UN study found that current fossil fuel production plans set forth by governments worldwide for 2030 is double the level required to limit global warming to 1.5ºC. The financial sector, as a key allocator of capital, has a key role to play. This case can help students better understand the role financial institutions can play in the transformation towards a 1.5ºC world, the nuances of building climate positive portfolios and how to critically analyze different climate strategies and their implications.
The post-pandemic era requires a mindset change about jobs and managerial expectations. These considerations will influence decisions on whether and when to allow continued work-from-home arrangements; whether to customize rules for employees; where to locate the business; how to make work measurable and ensure employee focus; and how to position an organization to retain its best talent.
Analysts have often compared Digital Transformation to an iceberg and a company embarking on it to a ship trying to manoeuvre the iceberg. Some facets of the transformation are easily visible, while others are under the water and difficult to identify and manage. Douglas Chia, Managing Director of g&m Insurance, was well aware of this theory when he embarked on his firm's digital transformation journey. Chia had implemented small digital initiatives in his organisation in 2019, and was able to see significant revenue growth of 30% in 2020, despite a sluggish market because of the Covid-19 pandemic. Chia wanted to continue driving his firm's growth and positive revenue trend, specifically with digital solutions that targeted the evolving insurance market. He set goals to embark further on the digital transformation journey, by introducing an online portal providing online insurance products and an aggregator platform by the end of 2021. The above goals were in tandem with the developments in the insurance industry, as more and more firms were introducing online insurance products and offering them directly to consumers, thus eliminating the need for an intermediary agent or broker. Amidst such changing market conditions, brokerage firms like g&m had no option but to transform their business models to compete in the market. Chia wanted to continue using his agent based business model for existing customers, and introduce online solutions to target new market segments. What strategies could Chia implement to further g&m's digital transformation journey to expand his business?
In January 2019, Raymond Holmes, head of the Singapore Association of Chief Marketing Officers (CMO), an informal roundtable of CMOs from multinational corporations, went to explore Habitat, a hi-tech grocery store by Honestbee, a food and grocery delivery company. The advent of e-commerce allowed consumers to buy products online. Asset-light retailers had cost advantages over physical stores when it came to rental expenditure and inventory storage. Honestbee pioneered the food concierge service in Singapore, helping busy consumers fulfil and deliver online grocery orders from partners that had physical stores. Three years after its founding, the company added a physical storefront that aimed to be a lifestyle destination with a grocery store and other dining concepts. The futuristic store would also attract non-shoppers to the area. Holmes wondered if Honestbee's multichannel approach would provide a better experience for the consumers and enhance its profitability.
This case details the journey of Sandeep Mathrani as he took over as CEO of WeWork, a flexible space provider, in the aftermath of the company's attempted IPO. To execute his turnaround plan, Mathrani must navigate a global pandemic, execute layoffs, rebuild the company's reputation, renegotiate contracts with landlords, and rebuild trust with members and employees. Further, Mathrani must consider how to navigate a post-pandemic world as the leader of a public company that was increasingly blurring the line between digital and physical.
Businesses have traditionally assessed their climate risks primarily by reference to regulatory compliance requirements and related costs. However, recent developments in the law, regulation, and corporate governance suggest that businesses need to have a broader understanding of their responsibility for mitigating the effects of climate change and the potential risks to their business. This case sets out examples of four such recent developments: a Dutch court ordering Royal Dutch Shell to reduce its greenhouse gas emissions; successful shareholder activist campaigns at Chevron and Exxon; and regulators' scrutiny of listed company climate disclosures. The case highlights pressures from regulators and law courts in enforcing emissions reductions more strictly than previously and the greater litigation risk that corporations will face going forward. In addition, there is growing pressure from shareholders advocating that their corporations have a climate policy in line with international regulations and norms, which the senior management of corporations is taking seriously. The case provides the reader with an insight into the real issues of environmental, social, and governance (ESG) issues that senior management will need to resolve. This case places readers in the position of the board of a fictional global energy conglomerate and invites them to consider how these developments impact the company's strategic thinking and corporate policies. The case encourages discussion of corporate strategy, risk management, public relations, and investor communications in the context of ESG issues and aims to broaden students' conceptual framework of these key issues.
The share price of EOH Holdings Ltd. (EOH), a company listed on the Johannesburg Stock Exchange and Africa’s largest technology service provider, decreased by over 30 per cent in December 2017 following allegations of fraud in relation to a corporate action within the group. Despite strong denials by the then–group chief executive officer (CEO), Zunaid Mayet, EOH’s market value continued to plummet, from a peak of 22 billion South African rand to 4 billion. In September 2018, Mayet was replaced as group CEO by Stephen van Coller, a former banker and telecommunications executive, who recruited a new executive team, replaced the board, and contracted out an unfettered internal corruption investigation. By June 2020, van Coller was wondering whether he and his management team had done enough to prove to the market that EOH was an organization once again worthy of trust and investment. Had they taken sufficient steps to restore EOH’s reputation? Had they earned the right to push the board to approve the next phase of EOH’s turnaround?
Boursify, a young start-up based in Montreal, Quebec, developed stock market simulation software based on fictitious, custom-designed scenarios. It based its simulations on an event-driven format, which differentiated its software from standard stock market simulation software, but required specific logistics for its implementation. The start-up made technological investments in its platform and carried out simulations for several segments, including university student associations, high schools and colleges, and private companies. Each of these segments required an adaptation of the service offer, and Boursify had been unable to identify which of these segments would be most conducive to its growth. At the same time, Boursify’s president was considering an alternative target educational business simulation software. He now must make two crucial decisions: the direction the company should take, and the action plan needed to ensure the company’s success.
In February 2020, a social geographer at the University of Victoria was approached by one of the co-founders and managing partners of Raven Indigenous Capital Partners to develop an Indigenous impact measurement framework for the company. Raven Indigenous Capital Partners was founded in 2017 in Vancouver, British Columbia. The founders launched the Raven Indigenous Impact Fund to invest in early-stage growth businesses started by Indigenous entrepreneurs. The ultimate goal was to increase the well-being of Indigenous communities in Canada, but the fund had to demonstrate to non-Indigenous impact investors that they could target, measure, and report their social impact while earning an annual rate of return of 6-8 per cent on their investment. The social geographer faced two key tasks. She had to develop an impact measurement framework that combined Indigenous and non-Indigenous approaches to measuring social and environmental impacts. She also had to engage the Indigenous community in reporting on these outcomes.
Focuses on a Hong Kong-based, globally-established textile and apparel manufacturer and its experience in navigating turbulent geopolitical environments. Identifies ways the company has pursued business priorities while upholding its sustainability values.
Bodega Aurrera, serving the base of the pyramid and Walmart's main Mexican format, is considering launching a full eCommerce channel as Covid-19 has erupted in the country. In 2019, Bodega Aurrera accounted for 45% of revenues and 2,748 of Walmex's 3,416 stores. Having introduced eCommerce with the high-income segments served by its Walmart and Superama formats, Walmart Mexico (Walmex) had slated an online channel for Bodega Aurrera in the next three or four years, considering that its core clients belonged to the C and D socioeconomic segments. However, with the onset of the Covid-19 pandemic, retail store sales plummeted and analysts around the world began to note that sales on digital channels were surging. In late April 2020, Lilia Jaime, the CEO of Bodega Aurrera, wondered if this was an opportunity she had to seize. If so, she had to act right away, ahead of her competition. Yet, normally, the established procedure to introduce a full online channel involved the Walmart Bentonville, AR headquarters at both business and Information Technology (IT) levels, and it would take several months. The only way to launch quickly, the experienced Walmex eCommerce team told her, was by bringing in an outside firm with an eCommerce framework already in place and mounting Bodega Aurrera on top of it. To their knowledge, this had never been done at Walmart before. Also, she would have to carve the initiative out of her own approved budgets, at the expense of projects she already considered a priority. But were the families at the base of the pyramid ready to place grocery orders online and trust paying through digital channels? And if Lilia went ahead and it didn't work, she would risk inflicting serious damage to one of Mexico's most beloved brands.
Greenpac (Singapore) Private Limited (Greenpac) was a green packaging solution provider led by the founder and chief executive officer. Under her vision, Greenpac aimed to become a world-class knowledge-based company that offered innovative and environmentally friendly packaging solutions. Greenpac was also a champion of corporate social responsibility (CSR), advocating for environmental sustainability and social issues. In 2019, the head of the CSR team was tasked with evaluating the company’s current CSR efforts and suggesting strategies to advance Greenpac’s CSR efforts. She has the results of three published evaluation frameworks to use and an engagement survey of company employees and executives.
This case study is set in July 2021. It describes the ageing landscape in Singapore including the policies that have been developed to address Singapore's rapidly ageing population and features the stories of two seniors. Since the 1980s, the Singapore Government had been developing plans and policies to help seniors, "to not just add years to life but add life to years". The concept of successful ageing, defined by the five indicators - no major diseases, no disability, high cognitive function, physically fit and mobile, and active engagement with life, had been a focus area of the Singapore government for the past four decades. However, the rate of successful ageing had remained low, at only 25.4 percent. Given the rapidly ageing population, Lim Soon Meng, a director at Singapore's Ministry of Health, wondered what else could be done to help more seniors age successfully? This case introduces the concept of the Third Age and invites discussion on the topic of successful ageing.
Singapore, a young yet developed nation, had a rapidly ageing population as well as a growing shortage of nurses. As a major public healthcare provider, it was imperative for the National University Hospital (NUH) to attract and retain an adequate number of nursing staff to meet the mounting demand in healthcare services and to take on the hospital's plans for service expansion. The LUV-ing Nurses Movement was introduced in 2013 with the strategic intent of creating an energising and engaging practice environment in which nurses would stay and grow with NUH. "LUV", an acronym for "Listen, Understand, and Value", encouraged nursing staff to provide the best "LUV-ing" care to patients.