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If your firm is debating whether to hire a chief sustainability officer (CSO), you may be like fictional electronic components manufacturer Narinex. After losing another big contract to competitor Glistrom, an internal analysis of previous-versus-current RFPs has highlighted one clear area of concern: sustainability. Glistrom recently hired a CSO who has been very visible in promoting its green strategies, even though they don't differ much from Narinex's. With customers increasingly interested in the "greenness" of the products they buy, Narinex needs to change its approach. The executive team debates the questions of cost, brand image, and strategy, and tries to decide whether to handle the issues in-house with current resources, to bring in a consultant to investigate changes, or to hire a CSO. How do you think Narinex should resolve its dilemma? This fictional case was authored by Eric J. McNulty, who writes about sustainability, and Rupert Davis, who heads the sustainability practice at MontaRosa. Commentary is offered by Peter Graf, chief sustainability officer at SAP; Muhtar Kent, chairman and CEO of Coca-Cola; and HBR's readers. Two experts comment on this fictional case study in products R1012N and R1012Z.

If your firm is debating whether to hire a chief sustainability officer (CSO), you may be like fictional electronic components manufacturer Narinex. After losing another big contract to competitor Glistrom, an internal analysis of previous-versus-current RFPs has highlighted one clear area of concern: sustainability. Glistrom recently hired a CSO who has been very visible in promoting its green strategies, even though they don't differ much from Narinex's. With customers increasingly interested in the "greenness" of the products they buy, Narinex needs to change its approach. The executive team debates the questions of cost, brand image, and strategy, and tries to decide whether to handle the issues in-house with current resources, to bring in a consultant to investigate changes, or to hire a CSO. How do you think Narinex should resolve its dilemma? This fictional case was authored by Eric J. McNulty, who writes about sustainability, and Rupert Davis, who heads the sustainability practice at MontaRosa. Commentary is offered by Peter Graf, chief sustainability officer at SAP; Muhtar Kent, chairman and CEO of Coca-Cola; and HBR's readers. Two experts comment on this fictional case study in products R1012N and R1012Z.

If your firm is debating whether to hire a chief sustainability officer (CSO), you may be like fictional electronic components manufacturer Narinex. After losing another big contract to competitor Glistrom, an internal analysis of previous-versus-current RFPs has highlighted one clear area of concern: sustainability. Glistrom recently hired a CSO who has been very visible in promoting its green strategies, even though they don't differ much from Narinex's. With customers increasingly interested in the "greenness" of the products they buy, Narinex needs to change its approach. The executive team debates the questions of cost, brand image, and strategy, and tries to decide whether to handle the issues in-house with current resources, to bring in a consultant to investigate changes, or to hire a CSO. How do you think Narinex should resolve its dilemma? This fictional case was authored by Eric J. McNulty, who writes about sustainability, and Rupert Davis, who heads the sustainability practice at MontaRosa. Commentary is offered by Peter Graf, chief sustainability officer at SAP; Muhtar Kent, chairman and CEO of Coca-Cola; and HBR's readers. Two experts comment on this fictional case study in products R1012N and R1012Z.

When a bomb explodes in a train station in Boston, the executive team of a financial services firm across the street is plunged into crisis mode. No one is prepared for the city's request to use the firm's lobby as a triage center and temporary morgue. The CEO's instinct is to say yes, but as his team debates the consequences--liability issues, the effect on traumatized employees--he realizes just how complicated a decision it is. Two experts comment on this fictional case study in R1003L and R1003Z. James J. Dunne III, senior managing principal at Sandler O'Neill + Partners, says that acting ethically is what saved his firm after 9/11. Leonard J. Marcus, founding codirector of the National Preparedness Leadership Initiative, advises the CEO to do what will help employees bounce back the quickest.

When a bomb explodes in a train station in Boston, the executive team of a financial services firm across the street is plunged into crisis mode. No one is prepared for the city's request to use the firm's lobby as a triage center and temporary morgue. The CEO's instinct is to say yes, but as his team debates the consequences--liability issues, the effect on traumatized employees--he realizes just how complicated a decision it is. Two experts comment on this fictional case study in R1003L and R1003Z. James J. Dunne III, senior managing principal at Sandler O'Neill + Partners, says that acting ethically is what saved his firm after 9/11. Leonard J. Marcus, founding codirector of the National Preparedness Leadership Initiative, advises the CEO to do what will help employees bounce back the quickest.

When a bomb explodes in a train station in Boston, the executive team of a financial services firm across the street is plunged into crisis mode. No one is prepared for the city's request to use the firm's lobby as a triage center and temporary morgue. The CEO's instinct is to say yes, but as his team debates the consequences--liability issues, the effect on traumatized employees--he realizes just how complicated a decision it is. Two experts comment on this fictional case study in R1003L and R1003Z. James J. Dunne III, senior managing principal at Sandler O'Neill + Partners, says that acting ethically is what saved his firm after 9/11. Leonard J. Marcus, founding codirector of the National Preparedness Leadership Initiative, advises the CEO to do what will help employees bounce back the quickest.