Curriculum

Required Curriculum (1st Year) Cases

Environmental opportunities and challenges are embedded in most Required Curriculum courses so that all students understand the importance of the natural environment to their roles as managers and are equipped to make business decisions involving sustainability issues. Cases are set in a variety of industry contexts, including energy, agriculture, transportation, chemicals, and investment. Some of the environment-related cases recently taught (Fall 2021-Spring 2022) in the required curriculum include:

Your First Year

Business, Government and the International Economy

Bangladesh: Into the Maelstrom Key concepts: Climate Change, Adaptation, Climate Justice, Business and Government Relations

Finance I

Project Helios: Harvesting the Sun Key concepts: Return on Investment, Financial Management, Financial Planning, Solar Energy: Aware of the impact that modern society was having on the environment, Ashley Telkes had always tried to be cognizant of her own impact on the environment and to take reasonable steps to mitigate her own effects. Having already implemented a number of passive measures to minimize her “carbon footprint,” Telkes must now confront the bigger decision of whether or not to invest in solar panels to generate electricity for her home. Although pre-disposed to pursue environmentally friendly alternatives, the project entailed significant up-front expenses and Telkes could not afford to make a poor financial decision. Telkes must assess the financial merits of the project, as well as understand the regulatory and technological risks associated with going forward or choosing to delay.

Finance II

Tesla Solar City Key concepts: M＆A; M＆A Valuation; Investing; Equities; Equity; Valuation; Mergers and Acquisitions; Auto Industry; Energy Industry; United States: In 2016, electric car manufacturer Tesla announced that it was making an offer to acquire solar panel manufacturer SolarCity in an all-stock offer worth $2.6 billion in Tesla stock. Tesla’s co-founder and CEO, Elon Musk, believed that the merger would generate significant cost and revenue synergies, based on his vision of the future of transportation, energy storage, and a “green” economy. However, most Wall Street analysts were highly skeptical of the deal, voicing concerns that the merger would burden Tesla with excessive debt and that Musk was using the deal to advance his personal interests (at the expense of public shareholders) and bail out Tesla. Concerns were raised over possible conflicts of interest, given that Musk owned over 20% of the stock, and sat on the board of directors of both companies. The viability of the merger was also questioned given that neither Tesla nor SolarCity had ever been profitable.

Financial Reporting and Control

JetBlue: Relevant Sustainability Leadership Key concepts: Core purpose, Environmental sustainability, Mission statement, Financial accounting, Innovation, Leadership, Change management, Metrics, Sustainability: In 2017, JetBlue, the airline founded on the mission to "bring humanity back to air travel", became one of the first companies to report performance according to the Sustainability Accounting Standards Board (SASB) standards and was first among airlines to adopt the recommendations of the Task Force for Climate-related Financial Disclosures. Despite operating as a smaller player in an industry dominated by few legacy competitors, JetBlue saw themselves as a driver of industry progress. However, was JetBlue's leadership "relevant sustainability leadership"? Moreover, how could developing metrics and improved performance on material sustainability issues be used as an instrument for change management? JetBlue wanted to achieve best-in-class performance on SASB metrics, as they believed sustainability was more than simply a risk mitigation tool. Was it? If so, how could JetBlue receive credit from investors, and competitors, for their sustainability leadership?
Rio Tinto vs. the Securities and Exchange Commission Key concepts: Business and Government Relations, Business Ethics, Corporate Governance

Leadership and Corporate Accountability

Battle for the Soul of Capitalism: Unilever and the Kraft Heinz Takeover Bid (A) Key concepts: Decision Making, International Business, Mergers and Acquisitions, Value Creation: Under Polman's leadership, Unilever focused on long-term shareholder value accretion with a multi-stakeholder approach that emphasized global growth in revenues and earnings through deep penetration in rapidly growing emerging markets and creation of competitive advantage through sustainability. In Polman's eight years at the helm, Unilever had delivered a 190% return to its shareholders. The case presents Polman's dilemma: a takeover of Unilever by KHC/3G could erode the company's commitment to sustainability and a multi-stakeholder model, and the 18% premium of KHC/3G's offer undervalued Unilever and its long-term value creation strategy.
Engine No.1: An Impact Investing Firm Engages with ExxonMobil Key concepts: Impact Investing; ESG (Environmental, Social, Governance) Performance
TXU (A): Powering the Largest Leveraged Buyout in History Key concepts: Corporate strategy: This case is designed to support a lively discussion about the relative merits of shareholder vs. stakeholder perspectives in the context of a company that provides a vital public service that has important environmental implications.

Strategy

Babban Gona: Great Farm Key concepts: Agricultural Development, Strategy, Nigeria
Tesla Motors: Racing into the Future Key concepts: Market Entry, Economies of Scale, Technology and Innovation, Leadership, Strategy, Competitive Advantage: Tesla Motors and its flamboyant CEO, Elon Musk, had an eventful 2018. The company had been ramping up production of its long-awaited Model 3, even as Musk faced intensifying public scrutiny over his leadership of the firm. Eventful years, however, were not new for the company. In its almost 15 years in existence, Tesla had redefined people’s view of electric cars, in the process making its Model S the best-selling electric car in the world, despite being much more expensive than other electric vehicles (EVs). But by 2018, the company faced its biggest challenge yet. Whereas Tesla had struggled with quality problems while ramping up production for the Model X to about 40,000 units per year, its plans for the Model 3 were much more ambitious: achieving a production volume of 400,000 to 500,000 cars, almost the same global volume as the BMW 3 series, in 2 to 3 years’ time. To do so profitably, the company would have to ramp up its Gigafactory battery plant, drastically reduce the cost of its battery packs, and keep demand high. Could it really succeed on all these fronts? Or was this just a bridge too far?

The Entrepreneurial Manager

Ofo Key concepts: Infrastructure, Bicycles, Transportation, Ride Share: Dai Wei and his co-founders grew Beijing-based ofo from a school-based startup to a bike-share behemoth in a matter of months, topped an all-out market-share battle fueled with almost $1 billion in venture capital, provided 2 billion bicycle rides, soaked up the majority of the bike manufacturing capacity in all of China, and then, in July of 2017, hit pause. The proximate reason for halting their purchase of new bicycles was a supply imbalance: ofo had many more bikes on their way than they did the smart-locks that allowed their customers to unlock them with their cell-phones. But the breather would also give ofo's leaders a chance to re-assess their plans for the rest of the year. For how long, to what end, and at what cost, to wage their market-share battle with main rival, Mobike? How aggressively to pursue their international expansion and what adjustments, if any, to make from their model in dozens of Chinese cities? And what to do about the concerns from government officials that ofo's dockless bikes and those of dozens of competitors were creating hazards on city streets? Wei and four schoolmates at Peking University had launched ofo on their campus with 1000 bikes in fall 2015. Since then, they had deployed 6.5 million. The question now was how many more?
Panoramic Power: David Almagor and Adi Shamir had co-founded Panoramic Power, an energy management company in 2009. When Almagor and Shamir met with Erez Ofer and his partners at Greylock Israel in January of 2010, they expressed interest in the company's potential but had declined to participate in a funding round. Twelve months later, Almagor and Shamir returned to the offices of Greylock Israel on the heels of product progress and market validation to try again.

Technology and Operations Management

Indigo Agriculture: Harnessing Nature Key concepts: Environmental Sustainability, Operations, Social Entrepreneurship, Distribution Channels, Product Development, Platforms, Climate Change, Supply Chain Management, Strategy, Green Business, Agriculture, Technology, Agribusiness: Indigo Agriculture used a digital-enabled research and development (R&D) process to launch its initial product, microbial coatings for agricultural seeds, which increase crop yields while reducing the need for fertilizers. In doing so, the company developed direct relationships with farmers, in contrast to typical agricultural supply chains that use intermediaries. The company then launched a marketplace platform to link growers directly to crop buyers, again disintermediating the market. Indigo Agriculture is now considering launching an initiative to incentivize farmers to engage in regenerative agricultural practices by setting up a carbon market that could pay them for sequestering carbon into their soils. If scaled globally, the idea could sequester as much as one trillion tons (a teraton) of carbon dioxide from the earth's atmosphere into agricultural soils, but pursing the idea has many risks.
Sian Flowers: Fresher by Sea?: The setting for this case is the Sian Flowers, a company headquartered in Kitengela, Kenya that exports roses to predominantly Europe. Because cut flowers have a limited shelf life and consumers want them to retain their appearance for as long as possible, Sian or its distributors used international air cargo to transport them to Amsterdam, where they were sold at auction or trucked to markets across Europe. The Covid-19 pandemic caused huge increases in the cost of shipping, so Sian launched experiments to ship roses by ocean using refrigerated containers. Chris Kulei, the Executive Director, was interested in not only the potential costs savings, but whether he could also market the reduced carbon footprint.

Elective Curriculum (2nd Year) Courses

In the Elective Curriculum, students may choose from a number of courses that explore the integration of environmental issues and management practices or that address broader issues of sustainable markets.

In their second year, students choose elective courses, many of which focus on or support the understanding of environmental issues as they relate to business. Here are the offerings for 2022-2023.

Your Second Year

Core Business & Environment Courses

Entrepreneurial Solutions to the World’s Problems (Fall 2022) William Sahlman: The world has a seemingly infinite supply of problems, from climate change to pandemics. The basic premise of this course is that entrepreneurs view problems as opportunities. If healthcare is expensive and ineffective, entrepreneurial teams create ventures (for-profit or not-for-profit) to deliver better health outcomes at lower cost. If burning fossil fuels creates damaging greenhouse gases, then there are opportunities to find new, cleaner ways to produce energy or mitigate its negative impact. If education at all levels costs too much, takes too long, and is mediocre, entrepreneurial teams explore ways to deliver better learning outcomes faster and less expensively. The course will focus on entrepreneurial efforts in healthcare, education, and the environment. For the full listing, click here.
Global Climate Change (Spring 2023) Gunnar Trumbull: The course assesses the origins, context and implications of climate change for business and society. It explores how and why we have created climate change; how it will change the world we live in; and how we can and will respond to it. The course covers the scientific, economic, social, political, and ethical context of that response. Our goal is to treat climate change as a vital context for business over the coming decades, and to explore both the challenges and opportunities it creates across a range of sectors and regions. For the full listing, click here.
Grand Challenges for Entrepreneurs Seminar (Fall 2022) Tarun Khanna: Science and technology offer an opportunity to address the most vexing problems of our time. Business process innovations alone will not be enough to ensure access to clean water in the face of climate change, provide urgent medical treatments in remote locales, diffuse novel technologies invented in emerging markets, or investigate the possibilities that space exploration opens up. These Grand Challenges, by their very definition, involve considerable scientific and social uncertainty. Even to experts, they may seem intractable, unapproachable, or too big to solve. They demand creative, novel interventions, and require an ability to imagine and engineer new futures. This course is distinguished by taking science and technology as its starting point. Although no background in STEM is expected, students should feel comfortable discussing new technologies and reading popular literature about science. For the full listing, click here.
IFC: Denmark and Netherlands; Decarbonization and Sustainable Production (January 2023) Willy Shih, Mike Toffel: This EC Field Course offering a unique educational experience, where students will get to observe and interact with business leaders engaged in decarbonization including renewable energy production and storage, and sustainable production of industrial and consumer goods. For the full listing, click here.
Purpose-Driven Marketing (Spring 2023) Elizabeth A. Keenan: In the face of global challenges from widening inequality to a climate in crisis, it is becoming increasingly clear that many consumers want the values of brands they engage with to align with their own, and business is responding. What was once a niche differentiation strategy is now a nearly ubiquitous manifestation of Corporate Social Responsibility or CSR. However, it is no longer enough for a business to simply align its image, products, or services with a particular cause. Instead, businesses are expected to be purpose-driven and committed to incorporating beliefs and causes into the core of their brands and supporting long-term initiatives for the sake of an equitable, sustainable and prosperous world. In return, purpose-driven businesses have been shown to experience faster growth and increased customer satisfaction. For the full listing, click here.
Reimagining Capitalism: Business and Big Problems (Spring 2023) Ethan Rouen: This course is designed for students who want to explore the idea that business has a role in dealing with these big environmental and social challenges. We will examine how private firms can play a major role in solving them in today’s world. We will also explore the ways in which accomplishing this monumental goal may require changes in how firms and leaders consider their obligations and engage with the issues, as well as rethinking the “rules of the game” by which capitalism is structured. For the full listing, click here.
Social Entrepreneurship and Systems Change (Fall 2022) Brian Trelstad: Social entrepreneurs don’t just build organizations, they change systems. This course looks at social entrepreneurship through the lens of traditional entrepreneurship, but asks how people motivated by disrupting entrenched and often inequitable systems differ from traditional entrepreneurs: from their mindset and character, to their capacity for systems thinking and empathetic product design, to how they navigate diverse sources of capital to build either for-profit, nonprofit, or hybrid organizations. The course also looks at how systems change requires entrepreneurs to think beyond their own organizations to collaborate within their field and to motivate collective action, and to combine direct impact with the indirect effects of changing culture and shaping policy For the full listing, click here.
Sustainable Cities and Climate Adaptation (Spring 2023) John D. Macomber: The world faces substantial challenges in the face of pressures including rapid urbanization as well as existing and worsening scarcity of resources like energy, water, land and power. Many of these situations are exacerbated by the onset of more frequent and more intense natural perils related to climate change such as wildfire, river flooding, sea level rise, extreme heat, and drought. These events will have wildly variable impacts by geography, peril, wealth, vulnerability, and time frame. This course is about building sustainable and resilient cities, future proofing real estate and infrastructure assets, and examining how businesses and investors find opportunities in climate adaptation. For the full listing, click here.
Sustainable Investing (Spring 2023) Shawn A. Cole & Vikram S. Gandhi: This is an investing/finance course, designed to build on skills introduced in the RC finance course, but with an emphasis on how and whether investors should incorporate what have traditionally been considered “non-financial” criteria in their decisions: for example, climate risk, environmental sustainability, minority representation on boards, and even the potential to create social good. Covering both public and private markets, the course will present rigorous approaches to business model assessment, valuation, transaction structuring and exits, as well as equity selection and portfolio construction. The course also explores incentives, decision-making, and the crucial problems and opportunities within the industry itself. For the full listing, click here.
Tough Tech Ventures (Spring 2023) Joshua Lev Krieger & Jim Matheson: While tough technology has the potential to transform incumbent industries and tackle our most pressing societal issues, the tough tech ventures which design and deploy these solutions confront a number of challenges that are distinct from those faced by more mainstream startups. This course has been built from the ground up to dig deeply into these challenges and to provide impactful and actionable frameworks which build on all the tools learned so far at HBS to overcome them in order to drive impact at scale. For the full listing, click here.

Other Related Courses

2032: 5 Technologies that will reshape the world in the next decade (Spring 2023) Shikhar Ghosh: The seminar is focused on the skills required to be an entrepreneurial leader over the next decade (2032). E.O. Wilson observed that the ‘real problem of humanity is that we have Paleolithic emotions, medieval institutions and godlike technology.’ This seminar will examine 5 recently developed ‘godlike technologies’ that have passed commercial viability and are on- track to change the foundations of business and society by 2032. It will do so in the context of 2 trends that have the same disruptive potential – climate change and demographic shifts. For the full listing, click here.
Capitalism and the State (CATS) (Fall 2022) Debora L. Spar: Capitalism today is under attack, criticized from many quarters as being the source of societal ills that range from inequality and systemic racism to climate change and labor market disruption. The goal of CATS is both to examine these criticisms and, more importantly, to interrogate the deep and fundamental connections between the market structures of capitalism and the political structures of the states that seek to support and nourish this system. What are the political prerequisites of a working capitalist system, the course will ask. What are the political risks inherent in a market economy, and what kinds of solutions, both economic and political, are best suited to address the current slate of concerns? For the full listing, click here.
Challenges and Opportunities in the Restaurant Industry (Spring 2023) Michael S. Kaufman: Despite its pervasiveness and intimate consumer interaction, the industry has been lightly studied. We hope to engage not only with students interested in the restaurant industry, but also those interested in food and sustainability, applications of technology and, given the labor-intense characteristic of restaurants, the complex interaction of food and labor costs with consumer value. The course may also appeal to future consultants, investment bankers and venture capital/private equity professionals, as well as to students interested in general management, particularly in an industry subject to hugely disruptive forces and spawning compelling investment opportunities. For the full listing, click here.
Corporate Governance and Boards of Directors (Spring 2023) Lynn S. Paine: Throughout the course, we will explore differing conceptions of “good governance” and what they mean in practical terms for boards, executives and companies. We will consider, for instance, the implications of departures from the long-standing norm of “one-share, one-vote” as seen in many recent IPOs such as the Snap, Inc., offering. We will also examine contemporary debates about shareholder activism, board diversity, board leadership, executive compensation, environmental and social factors in governance, hostile takeovers, and the market for corporate control. For the full listing, click here.
Creating Value in Business and Government (HKS-HBS Joint Degree Seminar) (Fall 2022) Herman B. "Dutch" Leonard: The course features a series of integrative modules on specific topics. In each of the modules, pairs of faculty members, one from HBS and one from HKS, teach as a team, bringing their distinctive perspectives and analytical approaches to bear on a specific subject area. These subject areas may be defined by: policy realms (for example, finance, tax, health, education, environment, or national defense); methods (for example, decision making under uncertainty, project evaluation, performance measurement, or negotiation); or other topics (for example, international trade, technological innovation, economic development, infrastructure, insurance, management styles and processes, or risk management). For the full listing, click here.
Data for Impact (Spring 2023) Benjamin N. Roth & Natalia Rigol: DFI rests on two foundations: rigorous frameworks for assessing social impact, and an introduction to the tools required to measure it. The course will provide a broad exposure to a variety of analytical methods, presented so as to be accessible to students with no prior background in statistics. Students will learn the conceptual underpinnings and limitations of methods such as randomized controlled trials, difference in differences analyses, regression discontinuities, and statistical prediction among others. For each of these methods, students will conduct guided statistical analyses and discuss how their conclusions inform managerial problems. Students will also benefit from abundant practice interpreting existing evidence and applying it to pressing managerial challenges. For the full listing, click here.
Entrepreneurial Finance (Fall 2022, Spring 2023) Shai Bernstein (Fall), Raymond Kluender (Spring), & Jim Matheson (Spring): Entrepreneurial Finance is primarily designed for students who plan to get involved with a new venture at some point in their career -- as a founder, early employee, advisor or investor. However, the course is also appropriate for students interested in gaining a broader view of the financing landscape for young firms, going beyond the basics of venture capital and angel financing to look at venture debt, bank finance, corporate venture capital and receivables financing. For the full listing, click here.
Entrepreneurship and Global Capitalism (Fall 2022) Geoffrey G. Jones: EGC discusses the history of the modern world through the entrepreneurs who shaped it. It emphasizes the challenging contexts these entrepreneurs faced in their times, the difficult decisions they made, and the legacies they left behind. The course is relevant to all future leaders operating in today’s global context, as it considers the roles of entrepreneurs, CEOs, investors, inventors, philanthropists, and politicians. For the full listing, click here.
Field Course: Lab to Market (Fall 2022) Kyle Myers: The Lab to Market field course is designed to outline a path that begins with a discovery in a lab, and then pushes towards the market. The course is designed for students who want to pursue management or entrepreneurship opportunities in science-focused organizations. For the full listing, click here.
Finance and Capitalism (Fall 2022) Joshua Coval & Richard Ruback: The course will enable students to analyze and understand how financial business decisions affect the overall welfare of society. The course will emphasize situations in which the pursuit of business profits both positively and negatively affect their communities, including their employees, local physical and social environments, educational and cultural opportunities and the like. It will also explore the larger impact of capitalism on economic growth and living standards, along with the role that capitalism can play and has played in exacerbating and/or ameliorating broader societal challenges, including climate change, environmental degradation, inequality, and social immobility. The course will delve into current topics and concerns with the goal of providing a less political and more analytical framework for students to form their own views about these important societal issues. For the full listing, click here.
Investment Management and Capital Markets (Fall 2022) Luis Viceira: The course has an eminently practice-oriented focus. Through the evaluation of specific investment decisions and opportunities, students get a broad understanding of capital markets, assets classes, investing styles, and instruments (equity markets, bond markets, credit markets, real estate, privates, active and index investing, value and growth investing, activism, ESG investing, tail risk hedging, futures and swaps, etc.). Students also explore investing from the asset owner perspective, learning modern practices in portfolio construction for personal and institutional investors (family offices, endowments, pension funds, and sovereign wealth funds): Portfolio construction and risk management, identification of investment talent and skill, investment vehicles, and costs (types of fees, taxes, etc.). For the full listing, click here.
Power and Influence for Positive Impact (Fall 2022) Julie Battilana: Designed for individuals at any stage of their career, this course is meant to debunk the fallacies that we have about power and to explore the fundamentals of power in interpersonal relationships, in organizations, and in society. In doing so, it will lift the veil on power, revealing to you what it really is, and how it works, ultimately unleashing your potential to build and use power to effect change at home, at work, and in society. It is meant for those who want to make things happen, despite the obstacles that might stand in your way. This course is also intended to prepare you to use power responsibly, resist its corruptive perils, and exercise it to make the world a better place. As such, it will equip you to leverage power and influence not for personal gain, but to challenge the status quo in order to address some of the most pressing social and environmental problems of our time, from fighting racism to reducing economic inequalities, saving the planet, and protecting democracy. For the full listing, click here.
Pricing Strategy: Monetizing and Growing the Business (Fall 2022) Elie Ofek: The purpose of any business is to add some value, in some way, to someone outside of itself. However, the business cannot survive—let alone thrive—unless it is also able to monetize some of that value – in order to generate sufficient funds to pursue future innovations, repay and reward investors, or support social and environmental initiatives. Accordingly, Pricing Strategy: Monetizing and Growing the Business will help you understand how organizations of any shape, size, and industry affiliation should go about capitalizing on their efforts to stand out in the market and serve customers. In other words, the course studies the “back end” of a company’s relationship with its customers. It is exactly at this moment, when a company asks individuals or other businesses to trade good money for the products and services it offers, that ineffective pricing practices tend to creep in and value regrettably “leaks out” of the relationship—making both parties, and often also society, worse off. For the full listing, click here.
Private Equity Finance (Fall 2022) Victoria Ivashina & Ted Berk: This is an advanced corporate finance course focused on the private equity (PE) industry as a whole. The course does not cover venture capital or real estate segments of PE; however, it offers a deep dive into growth equity and buyouts, as well as private debt, distress investing, and some energy and infrastructure. The course also illustrates how these strategies are adjusted depending on the geographical focus. Case settings will focus not only on North America and Europe, but will also explore the forces in emerging markets that affect the strategies employed by PE organizations. For the full listing, click here.
Public Entrepreneurship (Fall 2022) Mitchell Weiss: This course is designed for students who may found, join, or fund private startup companies that sell to (or around) governments to solve giant problems or who may want to become extreme innovators inside government at some point themselves. The cases feature a broad range of contemporary technology applications, and the course may be of particular interest to students curious about AI, autonomy, blockchain, sensors, crowdsourcing, platforms, and related topics. The course also tackles career questions for students who wonder how to spend time making a difference in both the private and public sectors. For the full listing, click here.
Purpose & Profit (Fall 2022) Mark R. Kramer: Can corporate leaders embrace a social purpose in ways that actually deliver both positive social impact and better economic performance? We examine both purpose-built companies and the delicate balancing act required for large public companies to re-invent themselves around a social purpose in response to changing societal and shareholder pressures. We also devote a module to shared value investing, exposing the flaws in ESG ratings and linking social purpose to alpha. In addition, we will examine the ways companies perpetuate inequality and structural racism, confronting controversial questions about whether we can rely on capitalism to create an equitable and sustainable world. For the full listing, click here.
The Role of Government in Market Economies (Spring 2023) Matthew Weinzierl: The course opens with a case on why a hypothetical competitive market economy can be used as a starting point for analyzing what role government should play. Market economies are miraculous when at their best: flexible, decisive, and self-correcting. But markets are not always at their best, and the first module of the course confronts major real-world departures from this hypothetical starting point. These departures mean that government policy can improve the efficiency of the economy, in principle making all individuals better off. Policy areas addressed here include antitrust regulation, environmental protection, education, health care, and fiscal and monetary policy. For the full listing, click here.

Cross Registration

In order to tailor their academic experience, MBA students, during their second year, may cross-register for courses in other select graduate programs. Joint degree programs exist with the Harvard Kennedy School, Harvard Law School, and Harvard Medical School. You can use the EC Sustainability Classes Infographic to help decide.

Harvard University Center for the Environment (HUCE) Course Guide
A list of Harvard courses most relevant to environmental studies.
Harvard Law School
- Harvard Law School Climate Solutions Living Lab: An innovative, project-oriented course in which advanced students from graduate schools across Harvard University work together in teams to design real-world practical tools for advancing climate change goals. Spring Course.
- Harvard Law School Course Catalog – Environmental Law Courses
  - Creating Electricity in the U.S.: Exploring the Tradeoffs
  - State Energy Law
MIT Climate Ventures Course
The class gathers cross-disciplinary skills (technology, business, policy, law, etc.) to form teams around new technologies emerging out of several of MIT’s labs. Over the course of the semester, students will work with their team to build out the venture’s business and market-launch efforts. Open to Harvard Graduate students. Application due in August.

Independent Projects

Many HBS students extend their learning beyond the classroom through faculty-supervised Independent Projects (IPs). IPs take many forms—for example, students have advised companies on their sustainability strategies, written business plans for environmental ventures they would like to launch, and co-authored teaching cases with faculty.

Current students can find details on registering for Independent Projects here (login required). IP registration must be completed by 8:30 am on the first Thursday of the relevant term and is not part of EC preregistration. Students planning for fall may want to connect with a potential faculty supervisor before leaving campus for the summer; those planning for spring IPs may want to plan their projects before leaving for winter break. It’s up to the student or student team to scope and find a faculty supervisor. A few recent projects are summarized below.

Mitigating the Municipal Waste Management Crisis in Emerging Markets: A Cost-Benefit-Analysis of Enhanced Waste Management Interventions: The objective of this project was to build a cost-benefit-analysis of converting substandard landfills in emerging markets to sanitary landfills and establish a more compelling business case for municipalities and other key stakeholders to make this shift.
Project ReGeneration — Power Plant Repurposing: There are over 130 coal-fired power plants in the United States that are already or soon-to-be retired. While some plants may be suitable for conversion to natural gas-based generation, the preponderance will need be remediated and redeveloped as public parks, multi-family residential housing, and office space. This independent project, sponsored by Professor John Macomber, explored the market opportunity, site selection criteria, unit economics, and related issues, with an eye toward potential investment strategies and business formation possibilities.
Encouraging Water Conservation Among Consumers of Personal Care Products: This IP helped a large consumer goods company develop a consumer-facing platform to encourage people to save water while showering. The student worked with an internal team to research key success factors in sustainable messaging and social marketing, survey existing domestic water conservation messaging, examine consumer attitudes towards water use and conservation, and benchmark other companies’ approaches to encouraging sustainable water use. The company used insights from this work to develop content for their platform and promotional messaging tied to some of its relevant products. The faculty supervisor of the project was Nien-he Hsieh.
Foreign Investment and Economic Development in the Manufacturing Sector in Lesotho: Lesotho, a tiny country in southern Africa, presents a fascinating case of the confluence of global value chains, foreign trade policies, market niches, and economic development. There has been disagreement as to whether foreign trade policies such as the U.S.’s Africa Growth and Opportunity Act (AGOA) has resulted in real economic development in Lesotho or whether it is simply an artificial and temporary boon that will lead to an eminent bust. Since the development of the 2006 “The Market and the Mountain Kingdom” case on Lesotho, it is high time that someone went back to understand what has happened in the past ten years. What does the industry look like today? Has Lesotho managed to diversify? Has technology transfer and local ownership taken root? Has foreign investment led to sustainable development? The faculty supervisor for the project was Sophus Reinert.
Cocoa Bean Sustainability and Value Chain: Over the course of one year, the project examined the cocoa bean industry at a high-level to assess stakeholders and determine how macro trends are affecting the economics of cocoa. The student spent ten days in Ecuador with different cocoa farmers to assess the cocoa bean value chain at a local level. A final paper made recommendations to the Ecuadorian government in order to prevent the decay of their cocoa industry. The faculty supervisor for the project was Rebecca Henderson.
Electric Boiler in China: On Nov 8th 2015, as the winter heating season just began, Shenyang, China recorded a historical high of particulate matter air pollution. Emissions from coal-fired boilers in the winter season had been identified as one of the main contributors to these high pollution levels. This project shed light on how to reduce emissions by focusing on retrofitting existing coal-fired boiler facilities with pulverized coal-fired boilers and integrating wind power to provide for the heating needs of people during the winter. The faculty supervisor for this project was Joseph Lassiter.
WWF Commodities Financing Project: This project looked at the capital structures of firms that work producing at least one of the commodities targeted by the World Wildlife Fund. This involved examining the equity structure and holders, as well as identifying the lenders and debt-holders for these firms. The end goal was to use this information towards determining the role of the finance community in promoting sustainable mandates within target commodity firms.

Short Intensive Programs

Short Intensive Programs (SIPs) (login required) are courses that offer a great opportunity to think about career choices, gain practical skills, and explore topics you might otherwise never get to study. These short courses (3-4 day) are offered in January and there are often business & environment SIPs.

FIELD

HBS students have traditionally been immersed in a case-study method that has encouraged them to think like leaders. Field Immersion Experiences for Leadership Development (FIELD) gives students meaningful opportunities to act like leaders, translating their ideas into practice.

Many FIELD Global Immersion projects frame environmental problems as business opportunities. For example, students recently worked with a Chinese solid waste recovery and recycling company to develop a service to encourage customers to recycle their cell phones and other electronics. Other students helped a Chinese agribusiness identify opportunities to support smallholder walnut farmers and grow their business. Still others helped a Moroccan company that converts used cooking oil into a cleaner form of biodiesel to start collecting oil from the catering, restaurant, and food manufacturing sectors.

MBA Experience