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In this supplement to StormFisher (A): Power with Purpose, students are presented with an abbreviated version of the business plan, and challenged to enlist and respond to funding alternatives.

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.

The case illustrates the opportunities, challenges and trade-offs involved in the design, prototyping, and marketing of the Nano - the People's Car - by Tata Motors Ltd (TML), a Tata Group Company. The case is set nine months after the January 2008 unveiling of the Nano concept car in New Delhi, India. The company's managing director faces multiple dilemmas in rolling the Nano off the production lines at the manufacturing plant in Singur, including growing local and global competition in the emerging low-cost, low-emission market, rising manufacturing costs, and stakeholder pressures. The decision reviews critical developments in global automotive markets from the point of view of TML's and Tata Group's deeply ingrained values for sustainable economic development and Indian-grown competitive advantage. It plots the promise of a rampant market growth and the emergence of an India-based small car cluster against international outcry about the proliferation of urban transportation, congestion, and pollution in emerging markets (particularly India and China). Students are asked whether Nano is a disruptive or sustainable innovation for the company and the group, and respectively for the Indian and global automotive industry. Smaller and cleaner than its well-established rival in the west, the Toyota Prius, the Nano promises reliable, safe transportation to India's emergent middle class as a fraction of the cost; the Nano is also 1.5-4 times cheaper than its Indian based rivals. However, production bottlenecks threaten Nano's launch in the last quarter of 2008. Speculating that first mover advantage may sway customer perception and breed loyalty, several competitors are quickly setting up India-based manufacturing of competing models. Market projections estimate over one million adoptions, mostly by prior two-wheeler motorists, and limited switches from higher emission options for fuel and emission conscious consumers. The case addresses the issue of carbon neutrality, and more broadly the role of emerging market companies in addressing global climate change issues.

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

The new country director of CHF International (CHF), a U.S.-based organization that initiated operations in Sudan with USAID funding, must review the successes of CHF's early interventions, and its strategic interest in the fuel efficient stoves project. The practical decision concerns a US$65,000 investment in a local manufacturing facility that would allow CHF to scale up the production of a stove design endorsed by the Lawrence Berkeley National lab using locally tested prototypes with USAID support. Students are asked to contemplate whether and how economies of scale would bring the costs down to a tipping point where internally displaced persons (IDPs) in Darfuri camps could afford the benefits of greater efficiency and convenience. They also need to balance cost cutting considerations with alternative decision criteria for local development: the success of this project depends on IDPs' preference among alternative stove providers - which encompasses, in addition to fuel economies, the characteristics of the stoves themselves (i.e. quality, fuel efficiency), the engagement of the community in their production, and the ability to use and repair the stoves. The role play supplements 9B08M062A to 9B08M062F will highlight several aspects of the competitive dynamics among the key players. A summary of the dynamic interaction between the players is provided in the supplement Competing for Development (C): Success, Bittersweet.

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur (A), product 9B08M061 provides a summary of the dynamic interaction between the key players from 2007 to 2008 and offers students a new decision point for how CHF Sudan could harness the momentum of change moving forward.

This supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur (A), product 908M61 provides a summary of the dynamic interaction between the key players from 2007 to 2008 and offers students a new decision point for how CHF Sudan could harness the momentum of change moving forward.

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 908M61. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players’ positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders’ interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders’ power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

In this supplement to StormFisher (A): Power with Purpose, students are presented with an abbreviated version of the business plan, and challenged to enlist and respond to funding alternatives.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.