This case tells the story of successful corporate entrepreneurship bringing sustainable value innovation to agribusiness. It recounts the history of EADS-Astrium, subsidiary Infoterra and the development of a new product-service called Farmstar to help farmers reduce costs and increase yields.
This case tells the story of successful corporate entrepreneurship bringing sustainable value innovation to agribusiness. It recounts the history of EADS-Astrium, subsidiary Infoterra and the development of a new product-service called Farmstar to help farmers reduce costs and increase yields.
Velib' is a station bicycle system in which rented bicycles can be picked up in one station and returned to a different one, and is an initiative of the mayor of Paris in partnership with JCDecaux, the giant advertising company. The system has been an instant success, with 50 million users in its first two years of operations.
Velib' is a station bicycle system in which rented bicycles can be picked up in one station and returned to a different one, and is an initiative of the mayor of Paris in partnership with JCDecaux, the giant advertising company. The system has been an instant success, with 50 million users in its first two years of operations.
This case describes carbon cap-and-trade regulation and the principle carbon emissions drivers within HeidelbergCement and the cement industry. This leads to the focal decisions in the case regarding technology choice, product specification and plant locations. Further complexities arise due to international competition and uncertainties associated with the evolving carbon market.
This case describes carbon cap-and-trade regulation and the principle carbon emissions drivers within HeidelbergCement and the cement industry. This leads to the focal decisions in the case regarding technology choice, product specification and plant locations. Further complexities arise due to international competition and uncertainties associated with the evolving carbon market.
This case describes the relief supply chain in the initial 72 hours following a large-scale natural disaster. Taking the earthquake in Armenia as an example, we use the Fritz Institute Framework, published in 2005, to draw a parallel between two response systems: the Colombian government response and the National Society of the Red Cross, part of the Red Cross Movement based in Geneva.
This case describes the relief supply chain in the initial 72 hours following a large-scale natural disaster. Taking the earthquake in Armenia as an example, we use the Fritz Institute Framework, published in 2005, to draw a parallel between two response systems: the Colombian government response and the National Society of the Red Cross, part of the Red Cross Movement based in Geneva.
Denmark-based Kjaer Group had supplied vehicles and services to humanitarian fleets since 1977. In 2005, in an effort to differentiate their value proposition from that of other suppliers to the sector, they devised an integral fleet management solution, thereby moving from a product to a service based offering (servicising) for their customers.
Denmark-based Kjaer Group had supplied vehicles and services to humanitarian fleets since 1977. In 2005, in an effort to differentiate their value proposition from that of other suppliers to the sector, they devised an integral fleet management solution, thereby moving from a product to a service based offering (servicising) for their customers.
In 2007, Shai Agassi raised $200 million to launch Better Place. By deploying a network of charge spots, switch stations and systems that optimised the use of electric vehicles (EV), the company had the potential to become a major player in the transport industry.
In 2007, Shai Agassi raised $200 million to launch Better Place. By deploying a network of charge spots, switch stations and systems that optimised the use of electric vehicles (EV), the company had the potential to become a major player in the transport industry.
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.
As late as 2020, the supply chain of the global chocolate industry was characterized by modern slavery and child labour, poverty, dire living conditions and deforestation. While players in the cocoa industry had launched certification and in-house sustainability programmes, experts claimed that these have had limited impact.
As late as 2020, the supply chain of the global chocolate industry was characterized by modern slavery and child labour, poverty, dire living conditions and deforestation. While players in the cocoa industry had launched certification and in-house sustainability programmes, experts claimed that these have had limited impact.
Since its inception in 2015, the 2030 Agenda for the UN Sustainable Development Goals (SDG) has provided a blueprint for shared prosperity in a sustainable world — a world where all people live productive, vibrant, and peaceful lives on a healthy planet. With less than a decade to go, we need to ask if we are laying the right foundation to achieve the SDGs. How “SDG-smart” are we?
Since its inception in 2015, the 2030 Agenda for the UN Sustainable Development Goals (SDG) has provided a blueprint for shared prosperity in a sustainable world — a world where all people live productive, vibrant, and peaceful lives on a healthy planet. With less than a decade to go, we need to ask if we are laying the right foundation to achieve the SDGs. How “SDG-smart” are we?
Tom Hermans, CEO of EMMA Safety Footwear, is excited about the idea of developing the world’s first circular safety shoe – one that adheres to the cradle-to-cradle design principles. This could be a transformational strategy, differentiating EMMA from the crowded safety shoe market in Europe and extending a long tradition of social responsibility since its establishment in 1931.
Tom Hermans, CEO of EMMA Safety Footwear, is excited about the idea of developing the world’s first circular safety shoe – one that adheres to the cradle-to-cradle design principles. This could be a transformational strategy, differentiating EMMA from the crowded safety shoe market in Europe and extending a long tradition of social responsibility since its establishment in 1931.
Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF’s response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there.
Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF’s response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there.
Case A describes how a couple who lost a child create a social venture - the Max Foundation - by applying sound business principles to maximize the impact per-euro-spent. Case B discusses the growth challenges facing the organisation today.
Case A describes how a couple who lost a child create a social venture - the Max Foundation - by applying sound business principles to maximize the impact per-euro-spent. Case B discusses the growth challenges facing the organisation today.
The Fleet Safety project was developed in response to the needs of the members of the Fleet Forum, an informal collaborating body and independent knowledge centre for fleet management in the humanitarian sector.
The Fleet Safety project was developed in response to the needs of the members of the Fleet Forum, an informal collaborating body and independent knowledge centre for fleet management in the humanitarian sector.
Circular Economy and Closed-loop Supply Chains, Business Models for Sustainable Operations, Humanitarian and Health Supply Chains, Corporate Social Alliances
