pt. font and 1-inch margins. The paper should include the following elements:
I Cover page
II Responses to questions
III Summary of findings
Answer the following questions related to strategy, innovation, and leadership.
Strategy: In the 1980s and 1990s, the board of directors of Ben & Jerry’s agreed that the company’s identity
should be defined by high environmental and social standards. But they struggled to agree on how high those
standards should be and how the company should pursue them. Some said that profits had to come before
purpose, and that social and environmental initiatives should be cut when money was tight. Others said that
the company had to “walk the talk” and maintain its commitments regardless of the financial consequences to
shareholders. Argue for and against these positions.
Innovation: Ben Cohen succeeded by being the first to mix chunks into mass-produced ice cream, and he also
experimented with his company: by enlisting not-for-profits as suppliers, by putting Vermont residents first in
line for the IPO, and in countless other ways. Some of his management experiments were hugely successful.
Many of them failed and cut deeply into the company’s bottom line. Yet Ben refused to quit, even as the
company slipped into mortal danger. How did he get away with it for so long? When did having an
experimenter in charge become a mistake?
Leadership: Shortly after Paul Polman became CEO of Unilever in 2009, he restored the social mission to the
center of Ben & Jerry’s. The company has been a profit center for Unilever since then, with the ongoing tension
between financial and social goals regulated by detailed metrics and protected by legally binding agreements.
Polman has also become a global evangelist for the “triple bottom line” approach to business; among other
things, he helped bring about last fall’s climate change agreement in Paris. Yet Unilever’s overall profits have
been mediocre, even as its spending on sustainability initiatives increases. Is Polman’s leadership style