Scaling sustainably: the journey of SAGG Eco Village, Kashmir

Research methodology This teaching case was developed using a combination of primary and secondary data sources. Primary data were collected through in-depth interviews with the founder, Fayaz Ahmad Dar, and through multiple site visits to SAGG Eco Village conducted between March and October 2024. The interviews included both structured and open-ended questions addressing the enterprise’s origins, daily operations, challenges and decision-making processes. Additional insights were gathered from interactions with staff members, local participants and individuals involved in training programs and workshops. Secondary data were obtained from organizational documents, media coverage, publicly available policy materials and educational content produced by the SAGG team. These sources were used to corroborate interview data and provide contextual background. All information presented in the case reflects actual events, individuals and organizational practices. Minor adjustments were made solely to improve clarity and pedagogical focus. Ethical approval for the study was obtained from the Institutional Ethics Committee of the University of Kashmir. Informed consent was secured from all interview participants, and no copyrighted material has been included without permission. Case overview/synopsis SAGG Eco Village was founded in 2012 by Fayaz Ahmad Dar in Ganderbal, Kashmir, as a small, community-based initiative focused on restoring degraded land, supporting local livelihoods and preserving cultural practices. Over time, the village developed into a functioning enterprise that combined farming, training, hospitality and community engagement. Its activities attracted increasing attention from visitors, educators and development organizations, both within and beyond the region. By 2021, SAGG Eco Village faced a critical moment in its development. Growing external interest brought new opportunities alongside heightened pressures related to financial sustainability, operational capacity and organizational direction. Fayaz was required to consider how the enterprise should respond to this attention while remaining grounded in the values and practices that had shaped its formation. Operating in a region affected by political instability, infrastructure constraints and seasonal limitations further complicated these decisions. The case places students at this point of uncertainty, inviting them to examine the challenges of guiding a values-driven enterprise through a period of transition. It encourages discussion around decision-making in resource-constrained environments, the implications of growth for mission-driven organizations, and the role of context in shaping strategic choices. The case is suitable for courses in entrepreneurship, sustainability and development-focused management programs, where students are asked to grapple with ambiguity rather than apply predetermined solutions. Complexity academic level