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Charts the collapse of Enron and examines the role of various parties, including senior management, the board, and the auditors. Also looks at complex structures and accounting policies used to inflate both revenues and profits artificially and to conceal these from shareholders and others. Brings out key learning points on risk management, corporate governance, ethics, and controls of a complex enterprise.

The case discusses the international expansion efforts of the global coffee retailer, Starbucks. Starbucks had proliferated in several regions of the world, many of which had historical ties to a coffee heritage such as Western Europe. It had also challenged traditionally tea drinking countries such as Japan and China. In implementing its globalization strategy, the company relies on a set of sound principles that call for astute partner selection, real estate management, and managing the brands. While the company had witnessed critical success in most of its major markets overseas, it appeared to be facing significant challenges in every region. For example, in Japan, revenues had declined and so too profitability. New copycat competitors had emerged and many had started questioning the validity of Starbucks' market saturation strategies. In emerging countries, such as Mexico, China and India the company saw very good potential but this rosy picture was somewhat dampened by the ability of the consumer to pay close to $3 for a cup of coffee when local versions retailed at $0.50. The case with several questions related to the future of Starbucks in the global arena: whether it should alter its new store growth strategy, whether it should rethink its uniform pricing policy in emerging markets where affordability was of paramount importance, and where the next major thrust ought to be.

The case focuses on Starbucks Coffee (NSE: SBUX) in the early spring of 2003. The company has demonstrated rapid growth for over a decade, and is continuing to grow profitably through the current recessionary environment. The case details the history and development of the company, highlighting the evolution of the corporate concept of a "third place," and the key individuals in the organization in this development. The second part of the case details the international expansion activities of the firm, highlighting the potential cultural and economic challenges which it may increasingly face as it expands to more traditional coffee-drinking markets, and low-income emerging markets. The third and final section of the case details the increasing pressure placed on Starbucks by the anti-globalization movement. Although Starbucks has actively pursued a number of socially- responsible operating policies, such as the purchase of Fair-Trade coffee, the subsidization of health care facilities in Central America, and the introduction of a number of socially responsible coffee products in its stores, it continues to be the target of anti-globalization activities. The case concludes with the question as to whether the company will be able to continue to grow as rapidly and profitably as the recent past as it reaches saturation point in the domestic market.

Describes the complex and challenging process by which social and environmental concerns are integrated into the existing strategy of a large, multinational firm. Details the circumstances leading up to a large-scale effort to transform Shell's strategy to take into account principles of sustainable development. This case describes corporate-level sustainable development initiatives and the process through which a comprehensive sustainable development strategy was initiated and developed.

The case describes the complex and challenging process by which social and environmental concerns are integrated into the existing strategy of a large, multinational firm. This case focuses on a specific business within Shell Chemicals, the Close Looped Cleaning technology, that has a strong business/economic basis and, sustainable development component. It shows how corporate-level sustainable development initiatives affect actual business practice and, in particular, the challenge that managers face in responding to multiple and sometimes competing expectations.

Supplements the (A) case.

HEB, a family-owned Texan retailer, is the 12th largest supermarket chain in the United States. In expanding its operations into Mexico in 1997, the company transferred not only its products and services but also its social strategy of working with food banks. The Monterrey Food Bank (Banco de Alimentos de Monterrey), one of Caritas's social service programs, began in 1989 with the purpose of providing nutritional assistance to needy families regardless of religious affiliation. The collaboration of HEB with the Monterrey Food Bank enabled this operation to move from basic to world-class level in terms of new storage and handling facilities and administrative systems. The partners perceived significant benefits for each other and the community. Strong leadership and interpersonal relationships contributed to the development of a considerable mutual trust that has fostered a vigorous and growing partnership.

Almost immediately upon being appointed CEO of The Nature Conservancy (TNC), Steve McCormick undertakes a radical reorganization of this global institution. TNC is the largest and, by most measures, the most successful environment organization in the world, with revenues in excess of $650 million and a strong balance sheet. Nevertheless, after an in-depth analysis using the McKinsey-developed 7-S model, McCormick contends that the current structure, a U.S. organization with overseas offices, must be transformed to a truly global entity to fulfill its mission. Most of the staff and volunteers at TNC agree with the proposed change but protest its speed and scope. With the plan half implemented, McCormick must decide whether to slow down or forge ahead, knowing there are significant potential consequences to either decision. This case explores how a nonprofit measures success, how the content and process components of change must intersect in a carefully planned fashion, the tensions between the benefits of local autonomy, and the need for organization-wide standards and oversight.

Patrick J. McGrath, the bishop of the healthy and growing San Jose diocese, is pioneering the use of long-term, business-like strategic planning to better deliver on his churches' core mission. The adopted plan addresses issues at the heart of how the diocese is organized and services are delivered. In addition, lay leaders and priests, for the first time, will be held accountable for their performance. Only dioceses facing critical financial crises have used strategic planning in the past. The planning process was arduous, and implementation across 52 churches will challenge all the leadership skills of the bishop and his management team. Can the culture of a 2000-year-old organization successfully merge with approaches to management developed by McKinsey?

Americans are outraged at the greediness of Wall Street analysts, dot-com entrepreneurs and, most of all, chief executive officers. How could Tyco's Dennis Kozlowski use company funds to throw his wife a million-dollar birthday bash on an Italian island? How could Enron's Ken Lay sell thousands of shares of his company's once high-flying stock just before it crashed, leaving employees with nothing? Even America's most popular domestic guru, Martha Stewart, is suspected of having her hand in the cookie jar. To some extent, our outrage may be justified, writes HBR senior editor Diane Coutu. And yet, it's easy to forget that just a couple years ago these same people were lauded as heroes. It could easily be argued that it was public indulgence in corporate money lust that largely created the mess we're now in. It's time to take a hard look at greed, both in its general form and in its peculiarly American incarnation, says Coutu. If Federal Reserve Board Chairman Alan Greenspan was correct in telling Congress that "infectious greed" contaminated U.S. business, then we need to try to understand its causes--and how the average American may have contributed to it. Why did so many of us fall prey to greed? Can we be sure it won't happen again?

If you spring for optional pollution-control devices at your overseas plant, have you violated your duty to maximize shareholder value? Here's a framework that can help clarify this and other ethical dilemmas.

This case is the first in a three-part series that explores the multifaceted organizational and strategic choices that companies now face as a result of the global AIDS epidemic. Heineken is considering becoming one of the first companies to offer AIDS drugs (antiretroviral therapy) to employees and their families. Hans Wesseling, the corporate HR manager, and his colleagues in the medical department must consider the organizational, financial, and social impact of this decision and present a recommendation to the board. Shows how Heineken is responding to the epidemic and considering it as part of the company's corporate social responsibility.

Second in a three-part series that explores the multifaceted organizational and strategic choices that companies now face as a result of the global AIDS epidemic. Heineken is considering becoming one of the first companies to offer AIDS drugs (antiretroviral therapy) to employees and their families. Hans Wesseling, the corporate HR manager, and his colleagues in the medical department must consider the organizational, financial, and social impact of this decision and present a recommendation to the board. Shows how Heineken is responding to the epidemic and considering it as part of the company's corporate social responsibility.

Third in a three-part series that explores the multifaceted organizational and strategic choices that companies now face as a result of the global AIDS epidemic. Heineken is considering becoming one of the first companies to offer AIDS drugs (antiretroviral therapy) to employees and their families. Hans Wesseling, the corporate HR manager, and his colleagues in the medical department must consider the organizational, financial, and social impact of this decision and present a recommendation to the board. Shows how Heineken is responding to the epidemic and considering it as part of the company's corporate social responsibility.

In January, 2001, on the last day of the term of President William Clinton, the US Environmental Protection Administration (EPA) had reduced the maximum permissible level of arsenic in drinking water from 50 to 10 parts per billion (ppb). Incoming President Bush had quickly suspended the new arsenic standard and other "last minute" Clinton regulations to allow time for review. In October, 2001, after nine months of study, Bush's EPA Administrator, Christine Whitman had to decide what the arsenic standard should be. This case is intended for use in a graduate course in applied microeconomics to illustrate the issues in setting an environmental standard, including the problems of quantifying benefits and the possibility of local instead of national standards. HKS Case Number 1680.0

In 2002, Guide Dogs for the Blind Association, the recognized world leader in the breeding and training of guide dogs, was in the midst of broadening its reach and providing additional mobility services. Chief Executive Geraldine Peacock was concerned that systemic problems, such as competition among organizations serving the visually impaired, program redundancy, and lack of optimum resource utilization this case prevented services from being delivered to many visually impaired people who needed them. Chronicles this nonprofit organization's attempt to leverage resources beyond traditional organizational boundaries and collaborate with competitors to deliver a wider range of services to its users.

This case focuses on the financial health of Aspire, a forty-year-old nonprofit organization serving the needs of the developmentally disabled. To meet the residential, educational, and vocational needs of its clients, Aspire has grown significantly by expanding services and buying residences. As a nonprofit organization, Aspire has to consider financial implications and organizational/mission concerns as it explores the purchase of a building and the consolidation of administrative activities. The case enables students to explore the strengths and weaknesses of Aspire's financial situation, the primary financial indicators that different types of lenders would consider, as well as the financial and organizational costs and benefits to Aspire for the various lending options. The case profiles several different types of financing options, including traditional bank loans, the issuance of tax-exempt bonds, and the participation of a community development financial institution. Students are asked to do analysis and recommend a financing choice for Aspire. The case is based on work that the Illinois Facilities Fund, an Illinois community development finance institution, did with Aspire in 2000.

In the wake of the recent corporate scandals, it's time to reconsider the assumptions underlying American-style stock-market capitalism. That heady doctrine--in which the market is king, success is measured in terms of shareholder value, and profits are an end in themselves--enraptured America for a generation, spread to Britain during the 1980s, and recently began to gain acceptance in Continental Europe. But now, many wonder whether the American model is corrupt. The American scandals are not just a matter of dubious personal ethics or of rogue companies fudging the odd billion. And the cure for the problems will not come solely from tougher regulations. We must also ask more fundamental questions: Whom and what is a business for? And are traditional ownership and governance structures suited to the knowledge economy? According to corporate law, a company's financiers are its owners, and employees are treated as property and recorded as costs. But whereas that might have been true in the early days of industry, it does not reflect today's reality. Now a company's assets are increasingly found in the employees who contribute their time and talents rather than in the stockholders who temporarily contribute their money. The language and measures of business must be reversed. In a knowledge economy, a good business is a community with a purpose, not a piece of property.

Martha McCaskey, a project leader at a consulting firm, is asked to complete a project at a crucial point in her career. Successful completion of the project would gain McCaskey a promotion and a significant raise. McCaskey, however, cannot see a way to complete the project without compromising her values. She must decide whether to maintain the high degree of integrity that has always characterized her work or to compromise and "play the game."