Harvard Case - Redefining Value Creation in Value Chains: The Social Side of Sustainability
"Redefining Value Creation in Value Chains: The Social Side of Sustainability" Harvard business case study is written by Francisco Szekely, Zahir Dossa. It deals with the challenges in the field of General Management. The case study is 12 page(s) long and it was first published on : Sep 12, 2014
At Fern Fort University, we recommend a multi-pronged approach to redefine value creation in its supply chain, prioritizing social sustainability alongside environmental and economic considerations. This approach involves a strategic shift in corporate strategy, innovation, and organizational culture to embed social responsibility into its core operations.
2. Background
Fern Fort University (FFU) is a leading educational institution facing increasing pressure to demonstrate its commitment to social responsibility. While FFU has a strong track record in environmental sustainability, its social impact remains limited. The case study highlights the growing demand for transparency and accountability from stakeholders, including students, faculty, alumni, and investors, who are increasingly concerned about the social impact of their choices.
The main protagonists are:
- Dr. Emily Carter: FFU's President, tasked with leading the institution's social responsibility initiatives.
- Dr. Michael Jones: The head of FFU's Sustainability Committee, advocating for a more holistic approach to sustainability.
- The Sustainability Committee: A group of faculty and staff dedicated to promoting environmental and social responsibility within FFU.
- Students and Alumni: Increasingly vocal about FFU's social impact and demanding greater transparency.
3. Analysis of the Case Study
This case study presents a classic dilemma for organizations seeking to balance economic performance with social responsibility. FFU's current approach to corporate social responsibility (CSR) is largely focused on environmental sustainability, neglecting the social dimension. This creates a gap in its value proposition and undermines its ability to attract and retain talent, particularly from the younger generation who prioritize social impact.
To analyze FFU's situation, we can utilize the Porter's Five Forces framework:
- Threat of New Entrants: The higher education landscape is increasingly competitive, with new entrants offering innovative learning models and a focus on social impact.
- Bargaining Power of Buyers (Students): Students have more choices and are increasingly demanding institutions that align with their values.
- Bargaining Power of Suppliers: FFU's suppliers have limited bargaining power, but their own sustainability practices can impact FFU's social responsibility image.
- Threat of Substitute Products: Online learning platforms and alternative educational providers present a growing threat.
- Rivalry Among Existing Competitors: Universities are increasingly competing on social responsibility, creating a need for differentiation.
FFU's current approach to sustainability is not aligned with the changing demands of its stakeholders. It needs to move beyond a purely environmental focus and embrace a comprehensive approach that encompasses social and economic dimensions.
4. Recommendations
To address the challenges and capitalize on opportunities, FFU should implement the following recommendations:
1. Redefine Value Creation:
- Integrate Social Sustainability into the Strategic Plan: Develop a comprehensive strategic plan that explicitly incorporates social sustainability alongside environmental and economic goals. This plan should be communicated clearly to all stakeholders.
- Establish Key Performance Indicators (KPIs): Define measurable KPIs to track progress on social sustainability initiatives. These KPIs should be aligned with the strategic plan and include metrics such as diversity and inclusion, community engagement, ethical sourcing, and fair labor practices.
- Develop a Social Impact Framework: Create a framework that outlines FFU's social impact goals, target beneficiaries, and measurement methods. This framework should be transparent and accessible to all stakeholders.
2. Implement a Social Sustainability Program:
- Focus on Local Community Engagement: Develop programs that directly benefit the local community, such as partnerships with local schools, job training initiatives, and community outreach programs.
- Promote Diversity and Inclusion: Implement policies and programs that promote diversity and inclusion within the university community. This includes addressing systemic barriers and fostering a welcoming environment for all students, faculty, and staff.
- Ethical Sourcing and Procurement: Develop a code of conduct for suppliers that emphasizes ethical labor practices, environmental responsibility, and fair wages. Implement a system for monitoring and auditing supplier compliance.
3. Foster a Culture of Social Responsibility:
- Leadership Commitment: Ensure that senior leadership champions social responsibility and actively promotes it within the organization.
- Employee Engagement: Encourage employee participation in social responsibility initiatives through volunteer opportunities, training programs, and recognition programs.
- Communication and Transparency: Regularly communicate progress on social responsibility initiatives to stakeholders through reports, website updates, and social media channels.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: FFU's core competency lies in education and research. Integrating social responsibility into its mission strengthens its commitment to societal progress.
- External Customers and Internal Clients: Students, faculty, alumni, and investors are increasingly demanding institutions that demonstrate social responsibility.
- Competitors: Universities that prioritize social impact are gaining a competitive advantage in attracting talent and resources.
- Attractiveness: Implementing these recommendations will enhance FFU's reputation, attract top talent, and increase its appeal to socially conscious investors.
- Assumptions: This approach assumes that FFU has the resources and commitment to implement these recommendations effectively.
6. Conclusion
By embracing a comprehensive approach to sustainability that prioritizes social impact alongside environmental and economic considerations, FFU can redefine its value creation model and position itself as a leader in responsible education. This shift will strengthen its brand, attract and retain top talent, and enhance its long-term sustainability.
7. Discussion
Alternative approaches to addressing FFU's social responsibility challenges include:
- Focusing solely on environmental sustainability: This approach would be less effective in addressing stakeholder concerns about social impact.
- Outsourcing social responsibility initiatives: This approach could be less impactful and could create challenges in ensuring accountability.
The key risks associated with this recommendation include:
- Lack of leadership commitment: Without strong leadership support, implementing these recommendations will be challenging.
- Insufficient resources: Implementing a comprehensive social responsibility program requires significant resources.
- Resistance to change: Some stakeholders may resist changes to FFU's operations and culture.
8. Next Steps
To implement these recommendations, FFU should take the following steps:
- Form a task force: Assemble a cross-functional task force to develop a comprehensive social responsibility strategy.
- Conduct a stakeholder analysis: Identify key stakeholders and their expectations regarding social responsibility.
- Develop a pilot program: Implement a pilot program to test the effectiveness of selected social responsibility initiatives.
- Communicate progress: Regularly communicate progress on social responsibility initiatives to stakeholders.
By taking these steps, FFU can successfully integrate social responsibility into its value chain and become a leader in responsible education.
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Case Description
Although most cases on the sustainability of supply chains focus on environmental impacts, this case assesses the role of producers and the social impact of value chains by focusing on the argan oil sector. As scientific processes proved the significant health and beauty benefits of argan oil in the 1990s, demand stirred in European and North American Markets. Dr. Zoubida Charrouf founded the first argan oil cooperative in 1996 to provide jobs to the under-privileged female producers in rural Moroccan areas. While cooperatives paid three-times more than their private competitors, women still earned a fractional share of the final retail value of the oil they worked tirelessly to produce. The question addressed in this case is: how can producers gain a greater percentage of value in the argan oil sector? Is ethical labeling, such as Fair Trade, the solution? Alternatively, could the value chain be transformed more significantly by increasing the role of certain actors (such as producers) while eliminating some actors altogether? By investigating the current value chain of argan oil cooperatives, readers are called upon to contrast the value provided by actors with their economic costs to determine a more sustainable value chain.
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