Governments around the world have accepted the consensus of the international scientific community that global climate change is occurring. Human activities, particularly fossil-fuel use and certain agricultural practices, have led to higher-than-normal concentrations of certain gases in the atmosphere, notably carbon dioxide. These "greenhouse" gases trap heat near the earth and are the cause of climate change. Policy makers have rallied to build an international strategy to limit further greenhouse-gas emissions and manage the impacts of climate change. Global businesses, many of which initially balked at potential economic disruption from changes in the use of fossil fuel and other business practices, have begun to accept the need for change. This technical note explores international, political, and corporate responses to the impacts, risks, and opportunities associated with climate change. This note is the third in a series of three related notes on climate change; see also "The Challenge of Climate Change: Overview" (UVA-ENT-0036) and "The Science of Climate Change" (UVA-ENT-0037).

The growing impact of toxic chemical use is a major issue corporations face in the 21st century. This note offers an overview of the effects of toxins on human health and the natural environment: Cancer, nervous system disorders caused by workplace exposure. Impaired endocrine, reproductive, and immune systems. Impeded physical nad intellectual development. All are attributed to toxic exposure-sometimes even at very low levels. Toxic chemicals-ubiquitous in industrial processes and consumer products-represent both challenges and opportunities for business. One approach reduces a company's use of chemicals identified as problematic for human and ecosystem health. A second approach designs hazardous materials out of products or recaptures toxins in closed-loop cycles to be productively used again. Companies moving from a reactive stance to the redesign of products and processes not only reduce liability but differentiate their products and brands for competitive advantage.

Do hybrid electric vehicles represent the future in fuel-efficient vehicles? Or will they merely serve as a short-term solution? Through text, video, and animation, this multimedia case demonstrates how what was once peripheral-in this instance, the public's environmental concerns-can become relevant to strategic planning. Considering how to position a company for a future in which hybrid vehicles may, or may not, play a significant role helps students to develop insight into decision-making on (1) strategic positioning, (2) technology choices, and (3) investment regarding hybrid or other alternative propulsion systems.

This case describes the process that entrepreneur Paul Farrow went through to establish his kayak company between 1992 and 1996. After being laid off from a more traditional corporate position, Farrow came across an idea that suited his business skills, experience, and values. The case chronicles the steps he took to be the first in the industry to design and produce an inexpensive, high-performance recreational kayak from recycled plastic materials. Key to Walden Paddlers' $1-million sales in 1995 was the company's ability to forge close alliances with key suppliers and customers while keeping fixed costs down by managing a virtual corporation.

Dell clung to the top spot among PC makers in 2006, when it shipped just over 38 million computers-only about 20,000 more than rival Hewlett-Packard (HP), which acquired Compaq in 2001. HP also reported gains in the fast-growing laptop segment, mostly at the expense of Dell. After HP and Dell, the next three largest PC makers in 2006 were all based outside the United States: Lenovo of China (which purchased IBM's PC division in 2001), Acer of Taiwan, and Toshiba of Japan. Analysts observed that competitors had found ways to duplicate much of Dell's operations. See also the A and B cases (UVA-BP-0518 and UVA-BP-0519).

The B case examines the shifting dynamics as Intel and Microsoft assert their dominance over the box makers. By 2001, Compaq was toppled as the world's largest PC maker. Intel remained the world's largest processor maker and Microsoft remained a software giant. But a company founded in 1984 by a University of Texas student had taken its place as a powerhouse in the "Wintel" value chain. That company was Dell. See the A case (UVA-BP-0518) and C case (UVA-BP-0520).

The three cases in this series trace developments in the personal computer industry from its inception through 2006, making it possible to examine the issues of collaboration and competition as the value chain in the industry evolves. The A case looks at these tensions through the lens of the relationship between two for the industries' most successful firms-Compaq and Intel. As the A case describes, by the mid-1990s, Compaq was the world's largest PC manufacturer. Compaq's computers used Microsoft software and Intel processors. Compaq was Intel's largest customer and Intel was Compaq's largest supplier. Not surprisingly, then, it caused quite a stir when executives from Compaq and Intel entered into a heated public spat at a September 1994 European technology conference. See the B case (UVA-BP-0519) and C case (UVA-BP-0520).

This case series (see also the A [UVA-BP-0383] and B [UVA-BP-0384] cases) traces the formulation and implementation of a strategic plan for the New York Botanical Garden (NYBG), and profiles, in detail, the highly inclusive and original planning process used. The NYBG planning process reflects many of the themes of creativity, inclusiveness, and vision that characterize the concepts of strategic thinking, collaboration, and empowerment so prevalent in recent business discussions. The C case updates the series to November 2007 as the Garden's Board of Managers considers the latest strategic plan.

This note reviews the purposes, methods, and uses of scenario planning for strategic decision making under uncertainty.

The B case continues the story of Stephen Oswald's leadership by examining the actions he took during his first three years at the corporation. See also the A case (UVA-BP-0498).

The A case begins with the arrival of a new leader at a troubled firm. Faced with a myriad of issues about both the leadership and the strategy of the organization, Stephen Oswald must prioritize what to tackle and how. See also the B case (UVA-BP-0499).

The A case begins with the arrival of a new leader at a troubled firm. Faced with a myriad of issues about both the leadership and the strategy of the organization, Stephen Oswald must prioritize what to tackle and how. See also the B case (UVA-BP-0499).

Piaggio, manufacturer of the Vespa motor scooter, faces the decision of whether to outsource production of a new engine. The decision in the A case is couched in uncertainty over the achievable sales volume for the engine, particularly as new and less expensive competitor products are gaining popularity. The case provides an overview of the competitive style of each of the major manufacturers and allows a discussion of core capabilities of these competitors. The B case describes what happens in the market and to Piaggio after the company has built the engine.

The year 1992 had proved to be the most successful year in Banc One Corporation's history. Its highlights included (1) the completion of a series of acquisitions that made Banc One the nation's ninth largest bank, (2) a 32% increase in earnings that extended the bank's record of consecutive annual earnings-per-share increases to 24 years, and (3) a 10-year average return on equity and assets that placed it first among the 25 largest U.S. banks. In 1991, Institutional Investor termed the firm "America's best-run bank."

This case series deals with the situation facing the director of the Charlottesville-Albemarle Legal Aid Society, a federally supported nonprofit organization chartered to provide legal services to low-income people involved in noncriminal cases. Legal Aid has entered a challenging time in its history: Funding is decreasing while demand for services is growing. The director is struggling with how to forge a new strategy for the organization in an environment where resources are stretched thin and stakeholders do not agree about where the organization's efforts should be focused. The C case provides an update 10 years after the A case (UVA-BP-0377). See also the B case (UVA-BP-0516).