Subject category:
Ethics and Social Responsibility
Published by:
International Institute for Management Development (IMD)
Version: 09.10.2025
Length: 6 pages
Data source: Field research
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Abstract
This is part of a case series. The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.
Time period
The events covered by this case took place in 2020-2025.Geographical setting
Region:
World/global
Featured company
Hewlett-Packard
Employees:
10000+
Turnover:
USD 56.6 billion
Industry:
Information technology
Subject category:
Ethics and Social Responsibility
Published by:
International Institute for Management Development (IMD)
Version: 06.10.2025
Length: 23 pages
Data source: Field research
Subject category:
Ethics and Social Responsibility
Published by:
International Institute for Management Development (IMD)
Version: 09.10.2025
Length: 8 pages
Data source: Field research
About
Abstract
This is part of a case series. The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.
Settings
Time period
The events covered by this case took place in 2020-2025.Geographical setting
Region:
World/global
Featured company
Hewlett-Packard
Employees:
10000+
Turnover:
USD 56.6 billion
Industry:
Information technology
Related
Subject category:
Ethics and Social Responsibility
Published by:
International Institute for Management Development (IMD)
Version: 06.10.2025
Length: 23 pages
Data source: Field research
Subject category:
Ethics and Social Responsibility
Published by:
International Institute for Management Development (IMD)
Version: 09.10.2025
Length: 8 pages
Data source: Field research