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• Case | HBS Case Collection | August 2015 (Revised October 2017)

  Turnaround at Norsk Gjenvinning (A)

  George Serafeim and Shannon Gombos

  Erik Osmundsen, CEO of Norsk Gjenvinning (NG), had initiated a program to eliminate corruption and improve compliance, and as a result the company had experienced a turnover of almost half of its top 70 line managers and strained relations with several competitors and the waste management industry association. Osmundsen had relentlessly pushed an agenda that involved transforming and professionalizing the waste management industry to mitigate instances of corruption and other crimes. Osmundsen was convinced that his turnaround strategy would be effective. Having brought employees on board, he was planning to relentlessly engage customers, regulators, and security agencies. It was still unclear though how fast customer demand for robust compliance programs would affect the competitive dynamics. How should NG go about convincing its customers? What could NG learn from companies in other industries that have relied on customer support to shift to responsible business practices? Did competitors that maintain non-compliant practices have an Achilles heel that NG could exploit? To what degree should NG drive change on its own in order to achieve customer differentiation vs. cooperate with competitors to bring the whole industry on board? What other mechanisms existed to level the playing field if NG did not succeed in convincing the customers?

  Keywords: change management; change leadership; Crime and Corruption; governance; Compliance; waste management; Environmental Impact; social responsibility; industry regulation; regulatory enforcement; Leading Change; Change Management; Crime and Corruption; Governance Compliance; Wastes and Waste Processing;

  Citation:

  Serafeim, George, and Shannon Gombos. "Turnaround at Norsk Gjenvinning (A)." Harvard Business School Case 116-012, August 2015. (Revised October 2017.)  View Details

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• Background Note | HBS Case Collection | December 2004 (Revised October 2017)

  Subscriber Models

  Mihir Desai, Robin Greenwood, Scott Mayfield and Lucy White

  Introduces the subscriber model as an alternative valuation framework for firms whose revenues can be traced to repeated transactions with customers.

  Keywords: Valuation; Corporate Finance;

  Citation:

  Desai, Mihir, Robin Greenwood, Scott Mayfield, and Lucy White. "Subscriber Models." Harvard Business School Background Note 205-061, December 2004. (Revised October 2017.)  View Details

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• Case | HBS Case Collection | January 2015 (Revised September 2017)

  Omar Selim: Building a Values-Based Asset Management Firm (A)

  George Serafeim, Rebecca Henderson and Shannon Gombos

  At Barclays Capital, Omar Selim had spearheaded the development of Arabesque—a new socially responsible asset management firm designed to appeal to all investors wishing to invest according to broadly held environmental and social values, as well as to investors wishing to align their investments with their faith. Should Selim give up a very successful career to compete in a highly competitive business, in which it could be very hard to build a differentiated offering? Could Arabesque be something different in the world of asset management? And what role, if any, should values and religious faith play in shaping the firm's products and conduct?

  Keywords: sustainability; ESG; social business; social entrepreneurship; social enterprise; entrepreneurs; scaling; emerging market entrepreneurship; not for profit; entrepreneurial finance; mentoring; business networks; hybrid nonprofit funding; Investing; investment management; Asset Management; Values and Beliefs; Religion; Personal Development and Career; Business Startups; Social Enterprise;

  Citation:

  Serafeim, George, Rebecca Henderson, and Shannon Gombos. "Omar Selim: Building a Values-Based Asset Management Firm (A)." Harvard Business School Case 115-021, January 2015. (Revised September 2017.)  View Details

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