A sound internal control system does not only help organizations satisfy their legal and compliance obligations. It also provides assurance that an organization can achieve its objectives and reduce financial losses through timely response to internal and external risks, failures and weaknesses. This case walks through the whole process of how consultants review the internal control system of an organization in practice, from understanding client's needs and setting project objectives, defining the scope of the review, evaluating the design and operating effectiveness of the controls, to identifying and remediating control deficiencies.

To achieve its goal of redefining success in business, B Lab recognizes it needs to scale. Its strategy to do so requires B Lab to depend heavily on new partners, venture into new markets, influence new audiences, and to strike a balance between standards and flexibility. Is this the right strategy to achieve B Lab's ambitious goals? Is the business world ready to commit, with real accountability, to purposes beyond shareholder value?

How do established companies respond to the entry of hybrid social ventures in their industries? Hybrid social ventures-new companies that combine business and social missions-compete with established companies for customers and employees, but also share an interest in the advancement of established companies' sustainability activities, creating opportunities for collaboration. Based on the analysis of eight established consumer-facing companies, this article presents a framework for understanding how these companies' responses to hybrid social ventures differ. These differences are based on opportunities they perceive for sustainability-oriented value creation with their own customers and employees.

This short case is a companion to the classic "Crown Cork & Seal in 1989" case, documenting the evolution of the metal can and container industry in the quarter-century following the rise of William J. Avery to the CEO position at Crown in 1989.