Presentation-Global Knowledge Management at Danone
-
Upload
nirriti-shrawan -
Category
Documents
-
view
1.180 -
download
0
Transcript of Presentation-Global Knowledge Management at Danone
Global knowledge management at Danone
Introduction
• Danone was founded in 1919 by the Greek doctor Isaac Carasso in Spain
• Group Danone is a world market leader in fresh diary product and also owned many bottled water brands
• The company has been successful in knowledge management through all level of business
• The company created ways of transferring and sharing knowledge throughout the company and between employees from around the world as the company has implemented a concept called the “Networking Attitude”
About Danone
• Isaac Carasso founded Canone
• The first person to perfect an industrial process for marketing yogurt
1919
• Danone merged with Gervais
• →Gerais Danone
1967 • Merged with BSN• →BSN Gervais
Danone (the biggest food company in France)
1973
About Danone (1970-1996)
• Refocused on food by selling off industrial glass section
• Acquisitions of Italian and Spanish food companies1970s~1980
s
• Entered the biscuits industry by acquiring General Biscuit
• Later, the company started to export to Eastern Europe
1986 • The company changed its name to Groupe Danone
• Franck Riboud took over from his father as chairman and CEO
1994~1996
Franck Riboud’s Contribution
He directed to company’s focus towards health and nutrition
He turned a Western European company into an international organization
He changed how the organization was managed
Danone’s Position
Global leader in fresh dairy products and was tied with Nestle in beverages
Danone was second only to Kraft Foods in biscuits and cereal products
Danone had revenues of €14 billion (14.98billion, 2009), compared with Nestle with revenues of €60 billion, and Kraft Foods with revenues of €25 billion
Danone’s Business Line
Activia
In 2008, Danone reorganized into 4 business lines: Fresh Dairy Products, Water and Beverages, Baby Food, and Clinical Nutrition
Managing Knowledge for Competitive Advantage
Challenge: Making product, customer, and operational information available
Objectives:Local markets- Different marketDecentralization and IntegrationThe Human Connection- Encourage to share
Local Markets
Danone’s strategy:Close to customerGet new product earlier Nestle V.S Danone- 12 Months Vs 3 Months
The Human Connection
• Instead of using traditional knowledge management that uses technology, uploading files, building databases, which was not the best way, Danone decided to look at behavioral patterns and more at interactions between people
Pre- Approaches to KM
• Diamond Strategy- To measure brand Effectiveness on the basis of various parameters
• A-consumers Vs E-consumers• Acceleration Unit- Identify good practices across the
Supply Chain Units • THEMIS- SAP system
The Networking Attitude
• In 2002 The Networking Attitude was launched as a new way of communication to enable and encourage staffs in different work sites to share knowledge and good practices in the enterprise.
MAKE IT YOURS & FOLLOW-UP
• Marketplace- Exchange knowledge• Message-in-a-bottle- Problem solving • T-shirts Strategy - Handling grievances
Assessing Networking Activities
• Mougin and Benenati believed the initial objectives of Network Attitude had been reached people across the organization had strengthened personal networks and shared practices with colleagues
• At Danone good practice promoted through networking. But this can not be do through technology because if you think that an IT system will create a network you will not be going anywhere.
• At danone , games foster between people during which they can exchange ideas
Contd..
• Success and fail of Market places– Anglo-Saxons: Networking normal– Latin : networking is not at all normal– Asian : networking is less normal
• Impact of networking on business is limited• Networking is a tool to improve your efficiency in
solving your key issues or priorities• If it is not focused on your key issues, it will not be
very useful
Extending the Networking Attitude
• Deeper, More employee– Mougin believed that all 90000 Danone employee could benefit from
the Networking Attitude to share good practice – While going deeper, considered that much of richness of networking
attitude comes from cross counties
• Wider-Outside the company– Moiugin and benenati contemplated using their tools to build external
bridges to partners, supplier, customers and consumers– Sharing process with retailers such as wal-mart and carrefour was also
an option for danone, who like any FMCG company lacked direct contact with consumer
Contd..
• Richer-For innovation– Mougin and Benenati considered going one step ahead-to
create new knowledge-inviting employees from various division to network with aim of coming up with new process of product
– Danone had conducted 7 so called co-building sessions“If we keep sharing practice we are not going to survive
because the good practice of today are not good practice of tomorrow. The challenges is to convince some of our senior management that it makes sense and that it create values”
-Deheunyunk
The Future
• Networking involved so many stakeholders that satisfying everyone would be difficult
• Should extend the concept to be deeper, wider and richer
• Mougin cleared that some division were more advanced than others when it come to networking and innovation
• He wished he had more systematic quantitative measures of the networking attitude and it’s impact on Danone.
THANK YOU !