A new branch of corporate sustainability, bottom-of-the-Pyramid (BOP), is looking for new market opportunities with low-income consumers in developing countries, while contributing to the sustainable development of these regions. While many companies the addition of BOP strategies to consider their sustainability portfolio, also because of the many uncertainties that surround these reluctant new sustainability practice. This article examines the management strategies adopted sustainability … Read more »

A new branch of corporate sustainability, bottom-of-the-Pyramid (BOP), is looking for new market opportunities with low-income consumers in developing countries, while contributing to the sustainable development of these regions. While many companies the addition of BOP strategies to consider their sustainability portfolio, also because of the many uncertainties that surround these reluctant new sustainability practice. This article examines strategies of corporate sustainability function in Novozymes, a multinational company with a solid track record in corporate sustainability, a BOP project in the central areas of the company implements operational core. There are four internal organizational barriers that interlock and so far prevented the implementation of this project in other important areas of operations. The article explores the challenges to sustainability managers looking for locking cognitive, procedural and structural barriers to the implementation of this new branch of sustainability practices to overcome.
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from
Mette Olsen,
Eva boxes tree
Source: California Management Review
27 pages.
Release Date: 1 August 2009. Prod #: CMR436-PDF-ENG
Bottom-of-the-Pyramid: Organizational barriers to the implementation HBR case solution

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