Berkeley Haas Case Series
The Berkeley Haas Case Series is a collection of business case studies created by UC Berkeley faculty
Graduate students from across the US tackle the interconnected business and responsibility aspects of a current, real-life issue facing the outdoor gear retailer Patagonia. In the first round of competition, interdisciplinary teams submit solutions to a case developed by the Berkeley Haas Case Series and Patagonia. Senior leaders from Patagonia review all submissions and select finalists to present their solutions to Patagonia executives in person at Berkeley Haas. The following collection lists the competition cases provided to student teams over past years.
Patagonia has set a goal of eliminating all textile waste by 2025. As a leader in the sustainable apparel industry, this includes not only the cut-and-sew scraps and the liability fabrics, but also the end of life for all of its garments.Learn more
Wholesale change is urgently needed to create packaging that does not wreak havoc on our planet. Due to complicated and global packaging supply chains, the quest for viable and sustainable improvements requires collaboration, innovative technologies, forward-thinking companies, consumer demand, and new government incentives and laws.Learn more
This case study describes Patagonia's goal to become carbon neutral by 2025 in an absolute sense -- that is to reduce emissions to zero while still growing the company. Patagonia also wants to achieve absolute carbon neutrality in such a way that other interested companies can replicate.Learn more
This case study focuses on Birgit Cameron, senior director of Patagonia Provisions, and several of her colleagues at both Patagonia Provisions and Patagonia as they attempt to increase the scale of sustainable agriculture.Learn more
This case study focuses on Patagonia's Durable Water Repellent (DWR) problem - DWR is a highly effective chemical treatment used to waterproof jackets supporting the quality objective, but it has by-products that are toxic and persist in the environment (undermining the sustainability objective).Learn more
The Center for Responsible Business has engaged in collaboration with a number of leading global firms in a variety of projects related to sustainable food, circular supply chains, and material innovation.
In 2019, global food company General Mills committed to advancing regenerative agriculture on one million acres of farmland by 2030.Learn more
The case follows Danish brewer Carlsberg as it develops the Green Fiber Bottle, a beer bottle made of wood pulp, in collaboration with a startup, a small-to-medium sized enterprise (SME), and a Danish University.Learn more
This case describes how Kimberly-Clark is working to encourage consumer recycling of flexible plastic film packaging, which is wrapped around many of its products, including paper towels, toilet paper, and more.Learn more
This case examines the challenges and opportunities faced by Levi Strauss & Co. (LS&Co.) as it attempts to help establish a cross-industry sustainability initiative to eliminate hazardous chemicals in the apparel supply chain.Learn more
In collaboration with a team of Berkeley-Haas students, the Center for Responsible Business has curated a suite of business cases and articles that are primed to be readily integrated into core MBA curriculum. These sustainable cases encompass the broadest sense of the word to include social, environmental, and economic considerations. This list features cases and articles hosted on the Harvard Business Publishing site, published within the last 10 years that tackle pressing sustainability and responsibility challenges within the corporate space.
The Berkeley-Haas Case Series is a collection of business case studies written by Haas faculty. Our culture and vision at the Haas School of Business naturally offer distinctive qualities to the Series, filling a gap in existing case offerings by drawing upon lessons from UC Berkeley's rich history and prime location in the San Francisco Bay Area. We seek to publish cases that challenge conventional assumptions about business, science, culture, and politics.