It provides a framework for discussions around the implementation "pain points" of ambitious strategies with long-term objectives, which involve high uncertainties, risks and business opportunities. It opens the floor for an interesting discussion on how to take on the challenges of a changing business context and balance them against long-term objectives. Allianz and WWF joint venture evolved from a collaborative awareness-raising effort to an action-driven partnership with the ambition to lead the financial industry on the climate change issue by example. The partnership goals were to quantify climate change effects on financial services and use it as an innovation driver for products and services in insurance, banking and asset management business. In 2008, a year after the partnership was implemented, points of tension at the operational level accumulated, mainly in relation to the governance model and follow up on certain issues. In the same period, the financial markets crisis hit. This significantly changed the business environment and pushed Allianz to rethink their strategy and engage WWF on discussing where, if and how the partnership could be adjusted while keeping the core strategy. A video documenting Allianz' efforts on Corporate Responsibility can be used with this case (see link under Notes). Learning ojbectives: 1) Understand the challenges of rolling out sustainability strategies. 2) Illustrate the dilemmas of adapting to a changing business context while staying on course with long-term objectives, particularly in difficult business circumstances. 3) Illustrate the barriers and success factors of corporate sustainability partnerships. 4) Change the traditional perception of business responsibility in pushing forward the agenda for action on climate change and other "mega-issues".

The case documents Tetra Pak's ambitious efforts to collaborate with the governor of Nasarawa State in Nigeria in the setting up of a school feeding program based on a non-milk product that will eventually use local cereals; Nutrisip. This is a business, and not a philanthropic initiative that is also aimed at kick-starting local industry (thus relieving poverty) while improving child nutrition at the same time. It is engaging Tetra Pak in tackling many challenging business and development issues. The case shows the experience of Tetra Pak over the first two years of the program and illustrates the challenges and obstacles encountered by the company while trying to get this ambitious program off the ground, promote local production of Nutrisip and secure the supply and distribution chain for the product. Learning objective: 1. Change traditional perceptions of the role of business in society 2. Show how innovation can be introduced in a sustainable manner and in a developing country 3. Understand the challenges of working in a developing world context at its most challenging 4. Understand the power of partnerships to reinforce corporate sustainability initiatives.

The case describes Shell's evolution within the context of sensitive human rights issues related to oil exploration and exploitation in Nigeria. Given that much of the revenue from Nigerian oil resources was being "siphoned" off by corrupt state governors, the case focuses on issues relevant to government transparency and corruption. It describes Shell's involvement in the Extractive Industries Transparency Initiative (EITI) and its collaboration with the Nigerian Government to instigate a more transparent reporting on oil revenues. However, since two senior Shell executives involved in EITI and negotiations with the government are about to retire from the company, the prospect of briefing their successors on the complexity of the Nigerian situation brings a number of questions that still remain to be answered "to the table". Learning objective: Participants learn about the invasive nature of corruption and its effect on human rights, but more specifically about the role of a multinational versus the role of the government when trying to deal with such issues. Participants will also learn a great deal about the complexity of sustainability issues for corporations, particularly human rights, issues. There is also learning about the scope and limits of corporate responsibility, and the difficulties that all players face in tough market conditions and a on a "non-level playing field". Participants can develop new insights on ways of operating responsibly, creating valuable partnerships and interacting in a global, but socially responsible, context.

The Marine Stewardship Council (MSC) is an NGO -headquartered in London and established by WWF and Unilever in 1997 to set up a certification and eco-labeling system for sustainable fishing. The case describes the MSC's initial and more recent challenges including the Tragedy of the Commons, a wide range of less willing stakeholders, and the complexity of certifying fisheries on sustainability criteria. It also outlines management decisions to meet at least some of the challenges: improved transparency and engagement with stakeholders, new governance structures and certification methodologies. Learning objectives: Participants should 1) see the challenges associated with the certification of sustainable business practices (in general and in fisheries in particular); 2) reflect on the institutional dilemma presented by the wide range of often conflicting stakeholder demands; 3) see the necessity to carry out strategic (i.e. focused) stakeholder engagement (find the most important allies) and establish effective governance structures.

This three part case series centers on a new business model developed by Hindustan Lever (HLL) to tap the business and sustainability potentials hidden in rural India. It focuses on a win-win partnership with rural, female self-help groups (SHGs). HLL assists SHGs to access micro credit, which is usually restricted. SHGs in turn buy HLL products and sell them in their villages in a decentralized way, thus creating various opportunities for rural communities such as training and income opportunities for women as well as better overall living conditions for their families. The A-case describes the cornerstones and key decisions reached during the inception phase of the project. It details the value chain and expected deliverables for the stakeholder groups. This first case of the series ends when the system has been set up and launched, but reveals none of the actual results.

The B-case of this three part series shows how performance lagged behind expectations. Women dropped out of the scheme, sales decreased during the harvest season, and the system risked losing momentum. HLL needed to decide whether to wait for the system to eventually take off, or to implement changes to the complex system of interdependent variables and players. This case shows how a mere innovation, as outlined in the A-case, is insufficient to create a sustainable model. Learning, facing reality, and giving the system time to evolve are key success factors.

The C-case of this three part series presents the actual changes that were implemented, the rather impressive successes achieved over time, and HLL's vision for the future. Within less than a decade, HLL hopes to build a pool of 100,000 self-employed women covering 500,000 villages, and reaching 500 million people, thus creating opportunities for rural women and their families to live in improved conditions and raise their overall standard of living.