Danone key issues
All in all, to bring about a reality check.
They start to play, trying to find a way to build the image on the Lego box. While a joint venture might seem similar to a partnership, there is one key difference that sets them apart.
Some of them have taken the lead on the subject and it is now possible to learn from their experience. In the field of Strategy and Corporate Social Responsibility CSR , for example, a vast plethora of studies focuses on the why: why should companies adopt a more socially responsible behavior? Technology 9 3. The joint venture in our case is between Hangzhou Wahaha and Danone, which was formed by the two companies to gain a competitive advantage in the food and beverage industry. It was associated with a model of efficient capital development. The hyper efficiency attitude gave way to a more patient and modest behavior. They inverted the approach and gave it a fresh start — this time deriving from the needs, expectations, habits and constraints of individuals so as to design often simpler and better tailored offers. Lastly, a different relationship with time itself emerged as well: the rediscovery of lenghty time.
Internal and external factors affecting four functions of management 7 1. New models are being put to the test Let us briefly go over the two major reference models. In the late s, the company, which was then considered a model in termes of CSR, was faced with a challenge that took the leaders by surprise.
The approach developed by Crossan and Bedrow, two strategy researchers, provides an effective analysis framework to understand and evaluate the choices of the agri-food multinational company. The aim is also to encourage education regarding nutrition and hygiene in schools, in partnership with the Ministry of Education. The Danone case shows a number of disruptions in the representations and behavior of its stakeholders. In the field of Strategy and Corporate Social Responsibility CSR , for example, a vast plethora of studies focuses on the why: why should companies adopt a more socially responsible behavior? What is at stake is the very role of that transformational lever: to reconnect with the actual needs of low-income populations, and, with them, to devise a novel approach of co-creation, and more frugal and entrepreneurial action modes. The transition from individual to collective and then organizational skills stems from a bottom-up process of sharing best practices, a pollination of sorts. Intertwined with this top-down dissemination of insights formulated at the highest level is a bottom-up approach, coming from the field and led in the mindset of an experiment: it consists in the emergence of new individual skills which proceed to become collective and eventually organizational. Technology 9 3. Some of them have taken the lead on the subject and it is now possible to learn from their experience. Another key factor of success, which is pivotal for strategic renewal, is none other than the acceptance and acknowledgement of a long training time. Professor Yunus, founder of Grameen, was actually the one to suggest a relocated model to the leaders of Danone, based on small production units, with a double objective — to fight malnutrition, and to create jobs. Growing to become one of the most successful food and beverage companies in the world has not been without its challenges, primarily for Danone this has been successful knowledge management through all levels of the business.
These intuitions then became the subject of an interpretation endeavor. Four functions of management in Danone Group 3 1. It is also about growing an interest in the skills developed by field managers and employees of Social Business or BOP initiatives, while wondering whether these skills are actually spreading through the organization and if so, along which modalities.
These reunions enabled the exchange of practices. Coming from a behavior focused on products, in search of ever greater sophistication and somehow disconnected with reality and with consumers, they learned to observe, listen, and once more immerse themselves into actualities.
Danone ensured that top level management attended all marketplaces to show their commitment in developing a learning organisation Edmondson et al, p. Management in Danone Group 6 II.
New know-how and new soft skills The models developed by Danone, such as Grameen Danone in Bangladesh or Lemateki in Senegal, are veritable disruptive innovation labs that radically challenge the entire value chain.
based on 8 review