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AWARD WINNING CASE: European Foundation for Management Development (EFMD) Case Writing Competition 2014 — Corporate Social Responsibility category. <br><br>Leading up to the completion of a successful partnership between Hewlett-Packard Canada and World Wildlife Fund Canada, the two individuals who championed the program contemplate their separate and joint next steps: should their organizations renew or exit the partnership? Together, they had designed and delivered a world-first program, Living Planet @ Work, which had enrolled more than 500 companies, large and small, whose employees had already raised more than $1 million in charitable donations through workplace giving. The program was helping corporate Canada harness the collective desire and power of their employees for the good of business and the future of the planet. The two champions had a short window to go global and scale up the positive impact of the program.

研華科技是國際工業電腦龍頭，導入一套創新策略管理機制IMAX，統合育成、併購、策略聯盟、新產品開發四大策略。這套制度要如何運作才能整合組織內豐沛的資源呢？本案例協助學員了解運用IMAX規劃創新策略的做法。

研華科技的電腦模組板事業單位進入中國市場，卻遇上了來自德國的強敵控創科技。研華要如何以小搏大，在技術不領先、市場無知名度、客戶被壟斷的劣勢下突圍？本案例探討研華回應控創的競爭手法。

研華科技的人機界面事業單位決定由歐洲轉戰進入中國市場。殊不知，卻碰上了來五個強敵，並各有擅長。研華應該進攻上中層市場，還是應該迂迴下層市場。可是，進攻上層會遇到歐洲百年老店；進軍中層會遇到日本對手，以高質量產品卓著於市場；可是若進攻下層，會淪為價格戰，使研華品牌受傷。到底，誰才是研華真正的敵人？本案例探討研華研擬競爭策略的思維。

A budding entrepreneur in India is planning to set up a fly ash brick manufacturing plant near a thermal power plant. Not only does making bricks out of the residue of coal power generation reduce the amount of fly ash waste dumped on the ground, but the government is actively supporting the fly ash brick industry as a way to meet the increasing demands for construction materials that are environmentally sustainable. On the basis of preliminary analysis, the entrepreneur decides to set up a plant that will have the capacity to manufacture four million bricks. Though actual production will depend on market demand, he and his potential partner estimate that 2.4 million bricks can be sold per year at an average Rs 7,000 per 1,000 bricks. He wants to ascertain the feasibility of the project using a cost-volume-profit analysis.

Deloitte Dads is a firm-sponsored diversity and inclusion initiative aimed at supporting working fathers within Deloitte (Canada) LLP, an independent member of the Deloitte Touche Tohmatsu Limited global network. With support from senior management, Deloitte Dads was founded in 2010 by a junior consultant in the management consulting division in the company’s Greater Toronto Area office and quickly gained both members and media attention. The group not only had to be distinctly separate from other parenting initiatives already in place but had to negotiate with the company’s performance management practices, which historically had not considered flexibility in appraising employees. In 2013, the founder was wondering not only if the group could be rolled out to other divisions within the company across the country and perhaps across the world but also how best to handle its success while managing his own career and the demands of being a father of two small children. He had mastered the quarterly events within his office, but how could he create a formal governance model? Already working 80 to 90 hours per week, with no end in sight, how was he going to make Deloitte Dads sustainable and successful?

Shankaboot, the world’s first Arabic-language web series, was created in Lebanon as a social development project carrying forward the following message: “to defy traditions and explore taboos. The overarching vision was to use the web to create a forum for raising awareness, sharing alternative viewpoints and generating constructive discussions about the social issues that were often experienced by Arab youth, but which no one dared to speak up about. The project was a resounding success and received a 2011 International Digital Emmy Award. In July 2011, the producer of the web drama was approached by potential funders to scale up the Shankaboot project to the rest of the Arab world. She had to decide where Shankaboot could expand to, given censorship laws and Internet connectivity levels in the region.

Having been called upon by global leaders to use its technology to address the global crises of climate change and poverty, Cisco opts to pursue sustainability for corporate social responsibility and as a driver of differentiation and competitive advantage. The case discussion explores how the company answered this call to action and how the resulting strategies have proven effective in protecting its competitive advantage in an increasingly hostile business environment. The case traces the company’s historical rise to power through the Internet bubble of 2000 and up to the present day, as the firm adjusts to competition in the 21st century. With the introduction of its new and ground-breaking technology, Cisco seeks to drive sustainability and future profits. The question becomes: will it work? <br><br>The CEO ponders how he could use his company’s core business of information technology (IT) to drive global environmental and economic sustainability. Can he fulfill his dual responsibility of doing the right thing for his shareholders while, at the same time, doing the right thing for the world at large?

Ecovative Designs (Ecovative), a start-up company in upstate New York, uses an innovative process to combine agricultural waste and mycelium (mushroom “roots”) to grow forms for use in a wide variety of applications, especially a protective packaging material. Not only does this new product replace the need for the environmentally harmful alternative, extruded polystyrene, but the production process is less energy intensive. It exemplifies the cradle-to-cradle design indicative of a sustainably embedded product and attractive to companies looking to reduce their carbon footprint. In just a few years, Ecovative has expanded from a lab to a large facility funded partly through research grants and partly from contracts with two large corporations. In 2013, the partners are considering whether to sign a contract with Sealed Air, one of the largest distributors of packaging materials in the world, but the deal would mean relinquishing control over the only profitable segment of their company. They are considering alternative growth strategies to find the one that fits best with their goal: to have the largest impact on the planet while remaining profitable.

Hindustan Unilever Ltd. can trace its current-day profitable business operations in its Doom Dooma factory in the conflict-ridden northeastern state of Assam (India) to its proactive corporate responsibility initiatives since the start of its operations. A spurt in sales in the personal care segment has led the company to consider capacity expansion. The company needs to decide whether to continue to invest in Assam despite three challenges: operational risks posed by the area’s continuing insurgency, the possibility of labour disruptions and the imminent discontinuance of fiscal incentives.

The executive director, human resources, at Hindustan Unilever Ltd., a market leader in the Indian fast moving consumer goods sector and the Indian subsidiary of the major multinational, Unilever Ltd., is concerned that the company may be losing its position as the “dream employer” for graduates from the top Indian business schools from which it recruits its management personnel. The shifting demographic profile of employees and their changing expectations have already resulted in changes in the company’s employment model. These include on-the-job training and classroom and e-learning program facilities at all levels of the organization and at all stages of one’s career; mentoring by senior management; communication of vision and goals throughout the company, especially through regular meetings with the CEO; a focus on corporate social responsibility; and an emphasis on work-life balance, such as offering sabbaticals and providing health and recreation facilities at the new headquarters. While the company has changed its traditional employment value proposition, in a highly competitive and talent-scarce job market, can it continue to be relevant in order to attract and retain the best talent in the country?

The supply chain director of Indo-Euro Pharma summoned an urgent meeting in response to significant losses incurred by the company in the last fiscal year. This was primarily due to the return of yet another international consignment of temperature-sensitive drugs (TSDs) — this time worth millions of dollars. The meeting focused on the inability of Indo-Euro Pharma to appropriately distribute and monitor TSDs cost effectively across the various stages and locations of the supply chain — especially at the pharmacist level. Deviations from drugs’ required temperature ranges could happen during packaging, storage, transport, loading and unloading in aircraft, sea containers, trucks, etc. It was extremely difficult to monitor whether pharmacists were following proper procedures for storing TSDs. Most medical stores in India had domestic refrigerators that required frequent calibration. The problems indicated the need for Indo-Euro Pharma to adopt an alternative distribution system that was specifically tailored for TSDs.

Owing to the rapidly growing automotive market, international joint venture activity in the auto-components sector has been increasing in India, both in terms of frequency and strategic importance.<br><br>Bonazzi Indo Fasteners Limited, a joint venture between the Turin-based Bonazzi Group and the Mumbai-based Indo Group, was set up to manufacture automotive fasteners, primarily for global original equipment manufacturers. There is a confrontational relationship between the two joint venture partners, and the chief executive officer has been unable to broker peace between them.

本個案以組織變革的觀點切入，探討組織面臨變革的議題時，應如何採取相應的措施，進而探討生活服務與創新的連結，從而瞭解創新對於組織的價值與意義，而最後再以組織結構的議題進行探討。

本個案主要介紹台灣玻璃加工業中之台灣玻璃團隊(以下簡稱：TTG, Team Taiwan Glass)，如何透過動態合作的運作模式，成功地於傳統產業外移或夕陽產業的洪流之下繼續生存，不僅生存下去，而且還能有聲有色，這之中TTG之運作模式實為創造此成果之重要因素。TTG成立九年以來(2005年-2013年)，雖然以代工合銷、外銷為主要營收來源，然於成長過程之中，不斷地轉型並且擴展各種層面，廣至文創、綠色文化、公益活動等提升價值主張，同時與多種異業結合擴增其價值鏈，創造各種合作機會，以系統性且組織性地管理團隊中垂直與水平之合作關係。積極提升團隊成員之產品、製程與服務創新能力，藉此提升團隊整體競爭力，共同推出TTG共有品牌與形象。本個案運用「察覺-動機-能力」此動態關係之管理思維，細部分析於團隊中扮演不同角色之成員以及其差異，逐步將建構TTG共有品牌推向國際之策略，於提升團隊競爭優勢同時亦推廣共有品牌，代工已不僅是唯一的路，品牌才是他們最終的目標。在此隱藏衝突、競爭意味之下，台明將如何帶領團隊持續合作策略，TTG成員又如何繼續選擇合作？此為本案之討論重點。

Nurturing Green is a three-year-old private company that is trying to change the gift-giving culture of India by offering attractively packaged potted plants in place of the traditional candy or cut flower bouquets presented on special occasions to friends, family and business associates. The founder of the start-up is a young, passionate entrepreneur who is risking much in order to grow his company. To realize the idea of “green gifting” to help the environment, he has accepted funding from a venture capitalist firm in exchange for giving up 25 per cent equity in his business. Now, it is time to revisit that agreement and, although the company has been very successful, the owner is concerned that the investors will demand more control and a faster growth focus than he is willing or able to meet. He is also worried about the sales forecast, return on investment for the short and the long term, monthly cash flows and employee motivation and performance reviews. Should he respond to the many requests to franchise the business or should he concentrate on developing the brand in new markets? How can he expand business-to-business sales while also opening more stores in malls in all parts of the country to sell directly to customers? Will the new website develop more online sales? As he prepares for a meeting with the auditors and investors, the owner looks for a solution to continue growing while retaining control over his company.

The head of Data Marketing Analytics and Mobile for Intel Asia-Pacific was reviewing the proposed media plan for the Catch & Win 2.0 campaign. The media purchase needed to be finalized quickly in order to be included in the current quarter’s budget, but he could not help feeling that the proposed spend across the markets and advertising types could be used more effectively. He thought that the key was to use the company’s own experience and data regarding social media engagement within their markets rather than to rely on the generalized industry metrics provided by the contracted media agency, and now he must improve the proposed media plan.

A family-owned business that manufactures automobile horns for the replacement market in Delhi, India is considering options to improve current operations and expand the business. The company is faced with numerous challenges: erratic demand, lack of brand, high warranty returns, lack of information, availability of skilled manpower and implementing modern methods of manufacturing. The company is also considering expanding beyond Delhi and manufacturing products for automobile manufacturers, which requires adherence to regulatory certification.

Sears Canada’s associate vice-president of sustainability faces dilemmas in executing a strategy to reduce the retailer’s carbon footprint. He needs to integrate the concept of sustainability into the company’s larger corporate objectives, drive the concept in individual business units and identify the metrics for tracking the progress of reducing Sears Canada’s carbon footprint.<br><br>The (B) case, 9B13D015, is positioned two years later, when the associate vice-president is about to leave the company and needs to plan for the transition.

In 2011, IBM India was experimenting with social media applications to extend its marketing mix. A social media campaign named Digital Influence was launched to gain market share for the company’s software products, influence groundswell and develop technical evangelists. Within a year, the share of voice and reach for the company’s five software brands increased significantly. However, the company’s marketing and communications director was hesitant to declare victory. Was the model sustainable? What challenges would the company face in the implementation process? Would the plan of operations continue to help the company gain market space and create technical evangelists?