Overhauling multinationals for the Anthropocene: How a rogue subsidiary offers a blueprint for sustainable development

This research addresses the question of how multinational enterprises (MNEs) can be overhauled to reckon with the finite ecosystem services that characterize the Anthropocene epoch. A comparative mechanism-based methodology is employed to seek an answer in the class of entities that MNEs are benchmarked against the unorthodox organization of a recently dubbed Unilever's "rogue subsidiary," i.e., Ben 2) put the wardens of the company mission in charge of the organizational drivers of environmental and social commitments; 3) prevent the conflict of interests inherent in making wardens accountable to shareholders; 4) appoint key MNE executives in good faith consultation with wardens; and 5) secure wardens' recourse to the courts in the case of a breach of contract.