Collective Action & Ecosystem Benchmarking Planner: Case Study Library
This library of fictional but realistic case studies is designed to serve as an inspiration for visionary leadership teams. Each example illustrates how the Collective Action Strategy Canvas can be applied to a different industry—from apparel to technology to finance—to tackle a complex, systemic challenge that no single company can solve alone. Use these examples to spark your thinking and to envision how your organization might use its unique credibility and convening power to lead your entire ecosystem toward a higher standard of integrity and performance .
Introduction
This document provides a library of diverse, fictional but realistic examples of the Collective Action Strategy Canvas. Each case study illustrates how the canvas can be applied to a different industry to tackle a complex, systemic challenge. These examples are designed to serve as inspiration for leadership teams as they begin to think about their own potential for ecosystem leadership.
Example 1: An Apparel Company Tackling Supply Chain Labor Practices
The Systemic Problem
The apparel industry's auditing system is broken. Individual brands conduct their own duplicative, expensive, and often ineffective audits of the same factories. This creates "audit fatigue" for suppliers and fails to address the root causes of poor labor practices. No single brand can fix this alone because the problem is the lack of a shared system.
Our Desired Future State (Vision)
An industry where all major brands and suppliers work from a single, shared, and highly credible auditing platform. This platform is trusted by brands, suppliers, and labor rights NGOs, and it frees up resources to focus on remediation and partnership instead of duplicative auditing.
Key Partners to Engage
Two Major Competitors: To build a critical mass.
A Major Industry Association: To provide a neutral platform.
A Leading Labor Rights NGO: To provide credibility and expertise.
A Key Government Regulator: To provide support and potential enforcement.
Our Unique Role & Convening Power
We are one of the largest buyers in the region and have a strong, publicly recognized reputation for ethical sourcing. Our long-term relationships with our suppliers and our constructive engagement with NGOs give us the credibility to act as a trusted, neutral convener.
Our Theory of Change (Key Levers)
Create a Shared Standard: If we can get the top 3 brands to agree on a single, rigorous code of conduct and audit standard, it will become the de facto industry benchmark.
Pool Our Resources: If we pool our auditing budgets, we can fund a single, more robust, independent auditing body that is more effective and efficient than our individual efforts.
The Core Initiative
"The Ethical Apparel Accord": A pre-competitive consortium of leading brands, suppliers, and NGOs. Our company will provide the seed funding and the initial leadership to establish the Accord as an independent non-profit entity.
How We Will Measure Success (KPIs)
Adoption Rate: The percentage of the top 20 brands in the industry that have joined the Accord within three years.
Audit Efficiency: The total reduction in the number of redundant audits conducted across the member supply base.
Remediation Impact: The measured improvement in key labor metrics (e.g., worker wages, safety incidents) in the factories covered by the Accord.
Example 2: An Electronics Manufacturer Tackling E-Waste
The Systemic Problem
Electronic waste (e-waste) is the fastest-growing waste stream in the world. Our industry designs products for a linear "take-make-dispose" lifecycle. Individual company take-back programs are inefficient and have low consumer adoption. The problem is a lack of a convenient, standardized, industry-wide system for circularity.
Our Desired Future State (Vision)
A circular electronics industry where products are designed for disassembly and repair, and where consumers have an incredibly simple, standardized, and rewarding way to return their old devices. The goal is to dramatically reduce the industry's reliance on virgin materials and its contribution to landfill.
Key Partners to Engage
Major Competitors: To create a standardized consumer experience.
Large Retailers: To serve as the physical collection points.
An Environmental NGO: To provide credibility and expertise on circular economy principles.
A Leading Recycling Partner: To handle the downstream processing of returned devices.
Our Unique Role & Convening Power
We have been recognized for our innovative product design and have already invested heavily in designing our latest products for repairability. This gives us the technical credibility to lead. Our strong relationships with major retailers give us a unique ability to bring them to the table.
Our Theory of Change (Key Levers)
Standardize the Return Process: If all major brands use the same simple return process through major retailers, it will dramatically increase consumer participation.
Create a Shared Incentive: If we create a shared fund to provide a small financial incentive (e.g., a gift card) for every returned device, regardless of brand, it will further boost adoption.
The Core Initiative
"The Tech Renewal Alliance": An industry-funded initiative that creates a standardized, in-store "drop-off" program for old electronics at all major retail partner locations. Consumers can drop off any device from a member brand and receive an instant, standardized credit.
How We Will Measure Success (KPIs)
Consumer Adoption Rate: The percentage of sold devices that are returned through the program at the end of their life.
Material Recycled: The total mass (in tonnes) of e-waste diverted from landfills and successfully recycled or refurbished.
Use of Recycled Materials: The percentage of recycled materials used in the manufacturing of new products by Alliance members.
Example 3: A Grocery Retailer Tackling Food Waste
The Systemic Problem
An estimated 30-40% of the food supply is wasted, much of it at the retail and consumer level. At the same time, millions of people face food insecurity. Individual store-level donation programs are often inefficient and ad-hoc. The problem is a lack of a systemic, technology-driven link between retail food surplus and community need.
Our Desired Future State (Vision)
A city where no edible food from a grocery store ever goes to waste. A seamless, technology-driven system connects every grocery store's daily surplus with a network of local food banks and shelters in real-time, ensuring that fresh, healthy food gets to the people who need it most.
Key Partners to Engage
Competitor Grocery Chains: To achieve city-wide scale.
The City's Central Food Bank: To act as the central logistics and distribution hub.
A Local Tech Startup: To build the real-time matching platform.
Municipal Authorities: To provide public support and help with logistics.
Our Unique Role & Convening Power
We are the largest grocery retailer in the city and have a long-standing reputation for community engagement. Our existing relationships with the food bank and our investment in a modern inventory management system give us the credibility and capability to lead this initiative.
Our Theory of Change (Key Levers)
Real-Time Data Sharing: If we can create a simple app where our store managers can report their daily surplus in real-time, the food bank can optimize its logistics and pick-ups.
Shared Logistics: If we pool our resources to help fund a dedicated "food rescue" logistics fleet for the food bank, it will solve their biggest bottleneck.
The Core Initiative
"The Food Rescue Project": A public-private partnership, co-chaired by our CEO and the head of the city's food bank. We will provide the initial funding to a local tech startup to build the matching app and will make a multi-year grant to the food bank to expand its logistics capacity.
How We Will Measure Success (KPIs)
Kilograms of Food Rescued: The total mass (in kg) of edible food successfully diverted from landfill to the food bank system annually.
Meals Provided: The total number of meals created through the program for food-insecure individuals.
Retailer Participation: The percentage of grocery stores in the city that are actively using the platform.
Example 4: Financial Services Industry Tackling Portfolio Emissions
The Systemic Problem
Investors lack a simple, standardized way to compare the carbon intensity of different mutual funds and ETFs. Each asset manager uses its own proprietary, opaque methodology, creating confusion and preventing capital from flowing efficiently to lower-carbon investments. No single firm can create a market-wide standard alone.
Our Desired Future State (Vision)
An investment industry where every fund has a clear, standardized, and easily comparable "Carbon Intensity Score," similar to a credit rating. This empowers all investors to make informed decisions and creates a powerful market incentive for all companies to decarbonize.
Key Partners to Engage
Major Competitors: To ensure the standard is widely adopted.
A Global Ratings Agency: To act as a neutral, trusted third-party administrator of the standard.
An Influential Investor NGO: To provide credibility and represent the end-investor's interest.
Our Unique Role & Convening Power
Our firm is widely respected for its quantitative expertise and has already invested millions in developing a robust carbon accounting methodology. We have the technical credibility and reputational capital to propose a credible starting point and act as an "honest broker" in bringing the industry together.
Our Theory of Change (Key Levers)
Open-Source the Standard: If we donate our proprietary methodology to a neutral third party as a starting point, it will accelerate the development of a shared standard.
Create a Critical Mass: If we can get 3-5 of the top asset managers to agree to adopt the new standard, it will create a powerful network effect, forcing the rest of the industry to follow.
The Core Initiative
"The Portfolio Carbon Standard Consortium": A pre-competitive initiative, administered by a neutral ratings agency. Our firm will be a founding member and will contribute our methodology to the public domain to kickstart the process of creating a single, open-source standard for the entire industry.
How We Will Measure Success (KPIs)
Adoption Rate: The percentage of global Assets Under Management (AUM) covered by funds that have adopted the new standard.
Capital Flow: The net flow of capital into lower-carbon funds vs. higher-carbon funds, measured annually.
Standardization: The reduction in the number of competing, proprietary carbon reporting methodologies in the market.
Example 5: Pharmaceutical Industry Tackling Rare Disease Research
The Systemic Problem
Thousands of rare diseases affect millions of people, but because the patient population for each is small, it is not commercially viable for any single company to invest the massive resources needed for early-stage drug discovery. This "valley of death" means that promising scientific research often fails to translate into new medicines.
Our Desired Future State (Vision)
An industry where the world's leading pharmaceutical companies pool their resources and expertise in a pre-competitive space to tackle the foundational science of rare diseases. This creates a robust pipeline of promising drug candidates that can then be licensed and developed commercially by individual companies, de-risking the research and creating hope for millions.
Key Partners to Engage
Major Competitor Pharma Companies: To pool resources and scientific expertise.
Leading University Research Labs: To provide the foundational science.
International Patient Advocacy Groups: To provide the patient perspective and ensure the research is focused on the most urgent needs.
A National-Level Public Health Research Body: To provide public support and potential co-funding.
Our Unique Role & Convening Power
Our company has one of the world's leading genomics and early-stage discovery platforms. We also have a long-standing and trusted relationship with the patient advocacy community. This combination of scientific leadership and stakeholder trust gives us the unique credibility to convene this alliance.
Our Theory of Change (Key Levers)
De-Risk the Science: If we can pool our resources to fund the high-risk, early-stage research that no single company can afford, we can create a shared asset of validated drug targets.
Share the IP: If we create a pre-competitive model where all members of the consortium have access to the foundational research and IP, it will accelerate the entire field.
The Core Initiative
"The Rare Disease Discovery Institute": A non-profit research consortium, jointly funded by major pharmaceutical companies and co-governed with patient advocacy groups and academic advisors. The Institute will conduct early-stage, pre-competitive research and will license its discoveries to member companies for commercial development.
How We Will Measure Success (KPIs)
New Drug Candidates: The number of validated drug targets for rare diseases that the Institute successfully identifies and adds to the shared pipeline each year.
Clinical Trial Progression: The number of drug candidates originating from the Institute that are successfully licensed by member companies and advance into clinical trials.
Industry Investment: The total amount of pooled funding committed to the Institute by its members.
Example 6: Technology Industry Tackling Ethical AI Auditing
The Systemic Problem
Public trust in AI is eroding due to concerns about algorithmic bias, lack of transparency, and potential for misuse. Each company has its own internal, opaque "AI ethics principles," but there is no independent, standardized way to verify these claims. This creates a "trust deficit" for the entire industry.
Our Desired Future State (Vision)
An AI industry where a trusted, independent, non-profit body provides a "seal of approval" for ethical AI systems. This certification, based on a shared and open-source auditing standard, makes it easy for consumers, businesses, and regulators to identify and choose responsible AI, creating a market incentive for ethical development.
Key Partners to Engage
Major Competitor AI Companies: To develop and adopt the standard.
Leading University AI Ethics Labs: To provide academic rigor and independence.
A Civil Liberties NGO: To represent the end-user and societal perspective.
A Government Standards Body: To provide official recognition of the standard.
Our Unique Role & Convening Power
Our company is a recognized leader in AI research and was one of the first to publicly release our own AI ethics principles. This gives us the credibility to initiate the conversation and act as a founding partner. We have strong relationships with the key academic labs.
Our Theory of Change (Key Levers)
Create an Open Standard: If we develop the auditing framework as an open-source project with multi-stakeholder input, it will be seen as more credible than any single company's proprietary approach.
Establish Independent Certification: If the certification is granted by a respected, independent non-profit, it will be a truly trustworthy signal to the market.
The Core Initiative
"The Responsible AI Alliance": A multi-stakeholder consortium to develop and govern a standardized, open-source framework for auditing AI systems for bias and transparency. The Alliance will then empower an independent non-profit to act as the official certification body.
How We Will Measure Success (KPIs)
Standard Adoption: The number of major AI companies that have formally adopted the Alliance's auditing framework.
Models Certified: The number of major public AI models that have successfully passed the independent certification process.
Public Trust: The measured increase in public trust in AI, as tracked by independent annual polling.
Example 7: Tourism Industry Tackling Overtourism
The Systemic Problem
Overtourism is damaging the cultural and environmental fabric of popular destinations, leading to a backlash from local communities and a degraded experience for tourists. Individual operators (hotels, airlines) are trapped in a "tragedy of the commons," where each actor has an incentive to maximize volume, even though the collective result is destructive.
Our Desired Future State (Vision)
A model for sustainable "destination stewardship" where the tourism industry collaborates with local communities to manage visitor flows, co-invest in infrastructure, and ensure the economic benefits of tourism are shared equitably and contribute to the preservation of the destination's unique character47.
Key Partners to Engage
Competitor Hotel Chains & Airlines: To manage visitor volume.
Local Municipal Government: To manage public infrastructure and regulations.
A Local Community Association: To represent the voice of residents.
A Conservation or Cultural Heritage NGO: To provide expertise on preservation.
Our Unique Role & Convening Power
We are the largest hotel operator in the region, with a 30-year history of community engagement and a brand built on providing an "authentic" local experience. This gives us both the market power and the reputational capital to convene a credible dialogue.
Our Theory of Change (Key Levers)
Shared Data Platform: If all major operators share anonymized data on bookings and visitor flows, the city can proactively manage capacity and prevent overcrowding.
Destination Stewardship Fund: If all major operators contribute a small percentage of their revenue into a co-managed fund, we can make strategic investments in infrastructure and cultural preservation that benefit everyone.
The Core Initiative
"The Sustainable Destination Accord": A formal partnership between the major tourism operators and the local government. The Accord will create and manage a shared data platform and a "Destination Stewardship Fund" to co-invest in projects that enhance both the visitor experience and the quality of life for residents.
How We Will Measure Success (KPIs)
Resident Satisfaction: The measured increase in local resident satisfaction with the tourism industry, tracked via an annual survey.
Visitor Experience Score: The measured improvement in visitor experience scores, particularly related to overcrowding.
Stewardship Fund Investment: The total amount of funds invested annually in community and environmental projects.
Example 8: Construction Industry Tackling Embodied Carbon
The Systemic Problem
The production of core building materials like cement and steel is a massive source of global carbon emissions ("embodied carbon"). While low-carbon alternatives are emerging, they are seen as risky and expensive. No single construction firm can de-risk and scale these new materials on its own due to the fragmented nature of the industry.
Our Desired Future State (Vision)
A construction industry where low-carbon materials are the default, affordable, and easily accessible choice for all major projects. This is achieved through a shared commitment to de-risking and scaling the next generation of building materials, making the entire industry a key part of the climate solution.
Key Partners to Engage
Major Competitor Construction Firms: To pool purchasing power.
Key Material Suppliers (Cement/Steel): To co-invest in new production methods.
University Materials Science Labs: To accelerate R&D.
Green Building Certification Bodies: To create market demand for the new standards.
Our Unique Role & Convening Power
We are a leading global engineering and construction firm known for our work on large-scale, innovative infrastructure projects. We have the technical credibility, purchasing power, and balance sheet to pilot and de-risk new materials at a scale that others cannot.
Our Theory of Change (Key Levers)
Create a Guaranteed Market: If the top construction firms form a buyers' alliance and commit to a large volume of advance purchase orders for low-carbon materials, it will provide the market certainty needed for suppliers to invest in new production.
Co-fund Pilot Projects: If we jointly fund a series of high-profile pilot projects using these new materials, we can prove their viability and accelerate their adoption.
The Core Initiative
"The Low-Carbon Builders Alliance": A consortium of leading construction firms that will create a joint procurement platform for low-carbon materials and co-fund a series of large-scale pilot projects. The Alliance will work with suppliers and academics to create an open-source library of best practices.
How We Will Measure Success (KPIs)
Embodied Carbon Reduction: The total tonnage of CO2 emissions avoided through the use of materials procured by the Alliance.
Cost Parity: The point at which the cost of key low-carbon materials becomes equal to or less than their traditional counterparts.
Adoption of New Materials: The percentage of new construction projects by Alliance members that use low-carbon materials as their primary structural components.
Example 9: Global Shipping Industry Tackling Ocean Plastics
The Systemic Problem
Plastic pollution from the global shipping industry (e.g., lost containers, packaging, gear) is a significant contributor to ocean pollution. The problem is diffuse, occurs in international waters, and lacks clear ownership or a standardized system for prevention and mitigation. Individual company efforts are insufficient to address the scale of the problem.
Our Desired Future State (Vision)
A global shipping industry with a "zero plastic loss to sea" goal. This is achieved through a combination of shared technology for tracking and new, standardized operational protocols for waste management that are adopted by all major shipping lines and port authorities.
Key Partners to Engage
Major Competitor Shipping Lines: To create and adopt the new standards.
Global Port Authorities: To provide the necessary reception facilities for waste.
A Major Environmental NGO (e.g., Ocean Conservancy): To provide scientific expertise and credibility.
A Technology Partner: To develop the tracking and reporting platform.
Our Unique Role & Convening Power
We are one of the world's largest container shipping lines with a public reputation for operational excellence and investment in technology. We have the scale and the technical credibility to lead the development and piloting of a new systemic solution63.
Our Theory of Change (Key Levers)
Shared Tracking Technology: If we create a shared, open-source platform for tracking and reporting plastic waste and gear loss, it will create unprecedented transparency and accountability.
Standardize Port Protocols: If we can get the top 20 global ports to adopt a single, high standard for receiving and processing ship-generated waste, it will solve a major logistical bottleneck.
The Core Initiative
"The Clean Seas Shipping Alliance": An industry-led alliance to develop and deploy a shared, open-source technology platform for tracking plastic waste. The Alliance will also work with port authorities and NGOs to create and promote a new "Clean Port" certification standard.
How We Will Measure Success (KPIs)
Reduction in Plastic Loss: The measured, year-over-year reduction in the volume of plastic waste and gear reported as lost at sea by Alliance members.
"Clean Port" Certifications: The number of major global ports that have achieved the new certification standard.
Fleet Adoption: The percentage of the global container shipping fleet that is actively using the Alliance's technology platform.