oikosPublications


Babban Gona’s Agri-Franchising Model: Scaling up Challenges

05 June 2018 | Cases | Agriculture

Abstract Africa’s most populous country, Nigeria, is home to millions of smallholder farmers who, due to low economies of scale, have some of the lowest yields in the world, making subsistence farming unsustainable for them. This has led to large-scale unemployment, especially among the youth. Poverty, unemployment, and a rapidly growing population have made Nigeria a breeding ground for extremist organizations like the Boko Haram. Kola Masha through his for-profit social enterprise, Babban Gona, is taking this challenge head-on by creating an innovative agricultural franchise model which provides professional management and investment for grass-root level farmer groups. Babban Gona’s holistic end-to-end service delivery model has resulted in farmers reducing their input costs, increasing their yields, realizing a higher... »

Sustainability International’s Alliance with ConsenSys – Leveraging Technology for Social Impact

Abstract Social entrepreneur Chinyere Nnadi (Nnadi), Co-founder & CEO of Sustainability International (SI), had started his non-profit organisation to provide innovative solutions using technology to alleviate poverty in Africa. Since childhood Nnadi had beheld adversity in Nigeria that had been grappling with oil pollution due to decades of oil drilling and spills in the Niger Delta.  Nnadi observed that the environmental damages in Nigeria had resulted in the loss of livelihoods of farmers and fishermen, causing appalling public health hazards and mass unemployment. To end this misfortune, Nnadi’s SI team launched various projects ranging from infrastructure developments to providing education to girls and creating healthcare awareness. SI had also partnered with various government agencies, companies and NGOs and... »

Preserve: Growing a Sustainable Consumer Goods Company

Abstract This case presents the startup and growth of Preserve, a sustainability-driven business and B Corp, in the circular economy. The company has grown over the years as a housewares and personal care consumer goods company in the retail industry with a closed loop business model on #5 plastics. With this operational model, Preserve managed to create social and commercial value by attaining strategic growth while meeting its social mission. To serve dual-purpose (social and commercial), Preserve helped its partners achieve sustainability goals, but these investments did not necessarily add to the financial bottom line and short-term growth of the company. The case focuses on the meaning of “growth” as the strategic intent for a sustainability-driven business. It... »

Jaipur Rugs –Empowering Communities at the Bottom of the Pyramid through Social Innovation

05 June 2018 | Cases | Entrepreneurship

ABSTRACT This case discusses how social innovator Nand Kishore Chaudhary (NKC) revolutionized the concept of the traditional carpet industry in India and empowered 40,000+ rural artisans by providing them with a sustainable livelihood.  In 1978, NKC started a small social enterprise under the name Jaipur Carpets (later on renamed Jaipur Rugs). The startup worked with poor artisans and trained and educated them. It offered Doorstep Entrepreneurship under which the artisans received all the raw materials required and wove carpets from their homes. Jaipur Rugs also offered services like healthcare, programs of financial inclusion, and leadership training. Apart from this, its biggest achievement was eliminating the middlemen and providing a sustainable livelihood to communities at the Bottom of the... »

Employee Diversity at High Beam Global: An Inclusive Approach

05 June 2018 | Cases

Abstract Founded in 2010 in Gurugram, India, High Beam Global Pvt. Ltd. (HBG) is a sustainability-focused market research organization with the mission of providing high research service quality to its clients and vision of integrating organization’s success with employee’s effort and maintaining organisation sustainability. Gurugram being the hub of corporates in northern India helped Rajat Sahni (Rajat) and Abhik Moitra (Abhik) founders of HBG to gain steady business in the research industry. Despite decent business performance and sustainable corporate bustle.  in December 2011 HBG declares to split as HBG Knowledge Services Pvt. Ltd. (HBGKS) and HBG Medical Assistance Pvt. Ltd. (HBGMA). Was the split a strategic move for expansion or an internal conflict? However, the question was how... »

ecostore – the Carbon CaptureTM Pak decision

05 June 2018 | Cases | Strategy

Abstract ecostore – manufacturer of household and personal cleaning products is a New Zealand based company with a strong drive towards innovation and improvements into effectiveness of its products. This case captures ecostore’s journey to introduce a new technology – green packaging made from sugar cane (carbon captureTM pak) and examines the difficulties surrounding its adoption. The technology is its early stages of its development and market acceptance. In the case, students are guided to evaluate company values, culture, underlying philosophies, and business aspirations before evaluating the decision. The case portraits ecostore’s unique business philosophy and commitment to avoid using commonly accepted chemicals normally deemed as safe by the industry in their formulas and to stay true to... »

Volkswagen’s Emissions Scandal: How Could It Happen?

05 June 2018 | Cases

Abstract: The case is a detailed ‘inside’ account of the ‘dieselgate’ scandal at Volkswagen which revealed how engineers had programmed software that enabled its cars to cheat emissions tests. It explores the origins of internal and external forces that propelled the company to market environmentally sustainable “clean diesel” cars while using engine management software to conceal on-the-road emissions of over 40 times the permitted levels. The scandal – one of the biggest of the decade – illustrates contributing factors that are common to many instances of organizational misconduct: obedience to authority, organizational culture, goal-setting, and corporate governance.... »

oikos Welcomes a New Alumni Ambassador to the Netherlands

05 June 2018 | News

Carlijn van Dam, oikos Paris alumna, joined our network of alumni Ambassadors. Carlijn will engage with our alumni in the Netherlands, as she will be working to strengthen ties and facilitate new connections between the Dutch chapters, their members, and alumni. Carlijn shared her story with us: “My name is Carlijn van Dam. I am 24 and I am from the Netherlands. After doing a bachelor degree in Psychology in Amsterdam, I went to Paris to pursue a master’s in Economics & Psychology. During this program in behavioral economics, I got highly interested in pro-environmental behavior change and wrote my thesis on this subject as well. During the second year, I found out about oikos and immediately felt... »

Eliminating Modern Slavery from Supply Chains: Can Nestlé Lead the Way?

04 June 2018 | Cases | Supply Chain

Abstract The case discusses the global food processing giant Nestlé’s problems relating to modern slavery in its cocoa supply chain. The company faced allegations of using child labor in its cocoa supply chain in Ivory Coast and was also accused of failing to disclose this to customers at the point of sale. Some critics argued that Nestlé was not doing enough and was not being transparent enough in its efforts to eliminate child labor within its global cocoa supply chain. However, in a rare disclosure, Nestlé reported in 2015 that it had uncovered forced labor in its seafood supply chain in Thailand. Magdi Batato  (Batato) Executive Vice President and Head of Operations  at Nestlé  said that the company... »

Dr. Marshall Goldsmith led the LEAP Advanced Webinar on Creating Behavior that Lasts

04 June 2018 | News

Dr. Marshall Goldsmith, world renowned  business educator and coach, led the last LEAP Advanced webinar that focused on the topic of Creating Behavior that Lasts. Marshall engaged LEAP Advanced participants with his wit and lighthearted demeanor. But he also warned the webinar attendees: everything he was going to say would be easy to grasp, but a lot harder to accomplish. “Our challenge in life is not understanding, our challenge is doing” – noted Dr. Marshall. He spoke about challenges successful leaders face and urged LEAP Advanced millenials to ask, listen, think, thank, respond, involve, change, and follow up in order to become better leaders and coaches. Dr. Marshall emphasized that coach’s efforts were just as good as the... »