Each year, we celebrate the power of storytelling in management education through the EFMD Case Writing Competition. The 2024 edition brought forward an inspiring collection of cases from across sectors, geographies, and academic institutions, each demonstrating innovation, depth, and impact.

To provide deeper insight into the people behind the winning cases, we are pleased to launch this year’s blog interview series. Through these conversations, we aim to explore the inspirations that shaped their cases, the methodological approaches they adopted, and the academic or pedagogical goals they sought to achieve.

This article marks the beginning of the series, which we hope will serve as both a source of inspiration and a valuable resource for the broader academic and business education communities. We invite our readers to follow the series as we spotlight the voices behind the winning cases and celebrate their meaningful contributions to management development.

In this first interview, we feature Syeda Maseeha Qumer from ICFAI Business School, the winner of the “Corporate Social Responsibility” category.

‘Unilever Scales down its Sustainability Commitments: Good Move or Green Deception?’

1. Could you briefly introduce yourself and share your academic and/or professional background?

I am Syeda Maseeha Qumer, a globally recognised management case writer with over 15 years of experience in the field. I hold a Master’s degree in Business Management and currently serve as an adjunct Research Faculty member at the IBS-Case Research Centre. To date, I have authored and co-authored 360+ case studies spanning diverse business management themes/subjects. My research interests primarily revolve around Corporate Responsibility and Ethics, and Technology and Innovation.

I have been honoured with 32 global case writing awards from prestigious institutions such as the Academy of Management (AOM), European Foundation for Management Development (EFMD), John Molson School of Business (University of Concordia, Canada), China Europe International Business School (CEIBS) and Emerald Publishing. I am also a proud recipient of the Case Centre’s Outstanding Case Writer award. Many of my case studies have been published in international editions of management textbooks and journals. I am currently ranked #4 on the list of the top 50 Best Selling Case Authors in the World, published by the Case Centre, UK.

2. What personal or professional experiences inspired you to write this particular case?

The inspiration to develop this case stemmed from my long-standing interest in issues related to corporate sustainability and responsible business practices. As a professional case writer, I have closely analysed the evolving corporate landscape and the growing tension between profitability and purpose that businesses around the world are grappling with.

I have followed Unilever’s sustainability journey over the years and even developed a couple of case studies highlighting its ethical practices and commitment to social and environmental causes, particularly under the leadership of former CEOs Paul Polman and Alan Jope. When reports broke of Unilever’s strategic pivot and the significant scaling back of its environmental, social, and governance (ESG) targets, I saw it as a timely and compelling opportunity to examine how even sustainability champions can be compelled to recalibrate their priorities under financial pressure—shifting focus from purpose-driven branding to growth-centric strategies.

3. What story were you aiming to tell through your case, and why do you believe it resonates today?

My aim was to present the story of a global FMCG giant grappling with the evolving expectations of shareholders while trying to strike a balance between financial performance and ambitious ESG commitments. I wanted to explore the challenges businesses face when ethical values come into conflict with financial gains and the difficult decisions leaders must make when it comes to drawing the line between idealism and pragmatism.

This case demonstrates that even deeply ingrained sustainability commitments can be re-evaluated and adjusted when companies face significant pressure from shareholders to deliver profits. The narrative focuses on how Unilever, once seen as the gold standard in ESG, scaled back its sustainability commitments in pursuit of profits. This strategic recalibration underscores the complexities and challenges inherent in pursuing sustainability initiatives within a global business context, where balancing social responsibility with economic viability is often a delicate endeavour.

This case is especially relevant today as many organisations face a similar dilemma—balancing long-term ESG ambitions with short-term financial gains amidst global instability, increasing shareholder activism and shifting public sentiment. The case seeks to trigger a broader, timely discussion on whether toning down the purpose element is an unnecessarily risky gambit for a business or a good move.

 4. How did working on this case challenge or shift your perspective as an educator or researcher?

Working on this case challenged my belief that sustainability goals could always be pursued in tandem with financial objectives. It prompted me to explore the reality that sustainability is not immune to trade-offs and that effective leadership involves navigating between conflicting priorities and investor scrutiny.

This case broadened my perspective on the profit vs. purpose paradox and the difficulty of balancing stakeholder interests with public expectations in a dynamic business environment.

 5. If there’s one key insight or message you would like readers or students to take away from your case, what would it be?

In today’s volatile business landscape, maintaining a strategic balance between growth, profitability, and sustainability is proving to be the new tactic for thriving companies. Both purpose and profit are essential foundations of any organisation. Profit without Purpose is pointless, while Purpose without Profit is unsustainable.

However, sustainability is not a one-time pledge; it is a continuous journey and a mindset that requires ongoing commitment and action. Companies that effectively integrate ESG priorities into their core strategies usually outsmart the competition and deliver superior overall growth and shareholder returns, regardless of market downturns. Nevertheless, striking a sustainable balance between ambitious purpose-driven goals and the fundamental need for financial growth and profitability is a complex and ongoing challenge for business leaders. The most successful businesses are those that can adapt their ESG strategies to changing realities without completely abandoning their core values.

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The Sponsor’s Commentary

The category “Corporate Social Responsibility” is kindly sponsored by Ivey Publishing. EFMD deeply appreciates the invaluable sponsorship, the profound expertise, and the dedicated efforts of Ivey Publishing in supporting the Case Writing Competition.

1. Could you share a brief overview of your institution?

Ivey Publishing is the leader in cases with a global perspective, featuring the largest Canadian, Chinese and Indian case collections. We also offer our own collection of more than 9,000 titles across a wide range of disciplines, industries, and difficulty levels. All of our cases are current, concise, classroom-tested, and supported by teaching notes. We are proud to be part of Ivey Business School, which has been using the case method since 1922 to develop practical management skills in undergraduate, graduate, and executive learners. In addition to cases, we publish a variety of learning materials designed to help students apply business theories and concepts to real-world challenges.

2. What inspired your institution to sponsor this particular category in the EFMD Case Writing Competition?

At Ivey Publishing, we’re dedicated to advancing business education that reflects the realities and responsibilities of today’s organizations. The Corporate Social Responsibility category was a natural fit for us because it focuses on companies that embed social and environmental concerns into their core strategy, not just as compliance or philanthropy, but as a source of long-term value. By sponsoring this category, we hoped to have encouraged the development of cases that explore the relation between profit and purpose. We believe these stories are essential in preparing future leaders to make complex decisions that balance economic, environmental, and social priorities.

3. What trends or challenges in the business world make this category especially relevant right now?

More than ever, organisations are being asked to demonstrate how they contribute to a more equitable and sustainable world. Whether it’s through responsible sourcing, improved labour practices, or greater attention to human rights, companies are expected to address stakeholder concerns across the board. At the same time, students are entering the workforce with a stronger sense of purpose and social awareness. They want to engage with material that reflects the complexity of today’s business environment, including issues across strategy, operations, finance, and more.

The CSR category remains highly relevant because it reflects a growing trend in business education to think critically about how companies integrate Corporate Social Responsibility into decision-making in a way that is both ethical and strategic.

4. What stood out to you most about the winning case in your sponsored category this year?

This year’s winning case in the Corporate Social Responsibility category was “Unilever Scales Down its Sustainability Commitments: Good Move or Green Deception?” submitted by Syeda Maseeha Qumer, from ICFAI Business School in India. It stood out for its relevance and structure. It challenges students to critically evaluate a real-world sustainability decision made by a global leader in Corporate Social Responsibility, and to consider whether the move reflects strategic adaptation or reputational risk. What we found especially compelling was how the case encouraged a balanced exploration of profitability versus purpose. It pushed students to engage with themes such as stakeholder management, corporate accountability, and the evolving expectations of shareholders in a complex economic climate.

The case has great potential to spark meaningful classroom discussion, and that is exactly the type of content we hope to support through this competition. It’s a strong example of how case writing can prepare students to think critically, ethically, and strategically in today’s business environment.

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About Sponsorship

EFMD Case Writing Competition is proud to have dedicated sponsors who drive management education towards impactful teaching and learning. Sponsoring a category allows you to showcase your institution’s expertise in the specific field of management education in the wide EFMD network. The choice of category, its exact definition and any specific conditions are the privileges of the sponsor. Sponsorships for the following categories are currently available: Bringing Technology to Market, Continuous Improvement: the Journey to Excellence, and Finance and Banking. If you are interested in sponsoring the mentioned categories or launching a new category relevant to case writing and teaching, please contact Petra Grestenbergerova at petra.grestenbergerova@efmdglobal.org.

More information about the 2024 EFMD Case Writing Competition can be found on the EFMD Case Writing Competition page. Please visit The Case Centre’s webpage to access the collection of the winning cases. Follow the upcoming interviews from this series.