This case explores transformative business redesign for sustainability and social impact at De Beers, a longtime global leader in diamond manufacturing. De Beers (and the diamond industry at large) have come under fire over the years regarding social malpractice (e.g., displacement of indigenous groups, forced labor, poor working conditions, and the sale of "blood diamonds" to fund armed conflict) and environmental harm (e.g., open-pit mining, ecosystem degradation, water overuse, and carbon emissions). The case presents corporate social responsibility (CSR) initiatives introduced by De Beers in 2020 aimed at having a positive impact on society, the environment, and the industry overall. The case surveys the competitive landscape and increasing pressure from consumer trends and product substitutes before introducing three possible scenarios for De Beers to transform its business model and entirely re-orient its operations to maximize positive social and environmental impact. It is the end of 2023, and the fictional case protagonist has shaped the formation of these transformative opportunities and faces a decision about which, if any, to recommend to modify De Beers' historical challenges and chart a brighter path forward.
In 2021, General Motors (GM) announced an ambitious goal to sell only zero-emission cars and light trucks by 2035. This declaration was part of a broader initiative to achieve carbon neutrality by 2040 and was also a highly significant development in the electric vehicle (EV) transition, as no other major traditional automaker had set such a target. Over the next two years, GM invested billions of dollars in retooling, battery, charging, and other EV technologies, securing third place in the EV market as of 2023.This case delves into the strategic challenges facing GM in September 2023. In the time since it embarked on its aggressive EV transition, consumer demand for EVs had not escalated, competition had grown, and financial risks and technical uncertainties loomed.Students are challenged to answer this question: Should GM adhere to its EV goal timeline or modify its strategy?
Three decades into the environmental revolution, many companies in the industrialized nations have recognized that they can reduce pollution and increase profits at the same time. But beyond corporate "greening" lies the enormous challenge--and opportunity--to develop a sustainable global economy, one that the planet is capable of supporting indefinitely. Stuart Hart, director of the Corporate Environmental Management Program at the University of Michigan School of Business, explains the imperative of sustainable development and provides a framework for identifying the business opportunities behind sustainability. Hart identifies three stages of environmental strategy: pollution prevention, product stewardship, and the development of clean technology. But companies will not benefit from such efforts unless they draw a road map that can show them how new products and services must evolve and what new competencies they will need.