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GLOBAL KNOWLEDGE MANAGEMENT AT DANONE. Group 1: M9901004 程永真 M9901005 黃曼欣 M9901009 曾云杉 M9901206 曾郁雯. ABOUT BSN. ABOUT DANONE. ABOUT DANONE (FROM1970S~1996). DANONE’S VISION. Mission: To bring health through food to the largest number of people. FRANCK RIBOUD’S CONTRIBUTION.
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GLOBAL KNOWLEDGE MANAGEMENT AT DANONE Group 1: M9901004 程永真 M9901005 黃曼欣 M9901009 曾云杉 M9901206 曾郁雯
DANONE’S VISION Mission: To bring health through food to the largest number of people
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 • 4 main blockbuster products: • 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 • Question: • a tension between a more efficient top-down approach and local managers’ desire for autonomy. • the role of information technology in managing knowledge • Topic: • Local markets(地方市場) • Decentralization and Integration(分權與整合) • Prior Approaches to Knowledge Management(KM的前處理) • The Human Connection(人與人之間的聯繫)
LOCAL MARKETS • Danone’s strategy: decentralization • Close to customer • Get new product earlier • Nestle V.S Danone
DECENTRALIZATION AND INTEGRATION • Being decentralized could be confusing for frontline managers: • Lack clear directions from headquarters and didn’t know whom to turn for advice(垂直) • there’s little horizontal communication among the larger divisions.(水平) • No a lot of quantified organizational expertise. • No library with a bunch of files. • There’s a little incentive to formally categorize things into database. CBU=Country Business Units
DECENTRALIZATION AND INTEGRATION(CON’T) • The top-down to re-prioritize and re-concentrate • The bottom-up to nourish-to listen to the market , the latest ingredients, the latest innovations , to know what works with the competition
THE GROWTH PROGRAM • In the late 1990s, Jacques Vincent, had initiated the Growth Program to foster growth through sharing brand assets among the CBUs to develop blockbuster brands. • Jacques Vincent wanted us to use our CBUs to leverage practices rather than to use consultants.
GROWTH TOO • Goal: accelerate growth by identifying, analyzing, and formalizing good practices in the 70 CBUs to ensure that these good practices were adopted by all CBUs. • e.g. The diamond- a hexagon charting six key parameters of a brand used to measure a brand’s effectiveness and progress
ACCELERATION UNITS • international working groups: • Specialized in a particular concept or brand. An Acceleration Unit might have between 4 and 40 high-level members from a single function or from multiple functions
THEMIS • They want build a model that was a continuous improvement process and we came up with the Danone Operating Model, a list of 144 formalized best practices, using a tool called THEMIS • THEMIS : Danone’s group-wide SAP (business software) system
THE HUMAN CONNECTION • The traditional knowledge management • Using technology, uploading files, building databases • It was not the optimal path for Danone: • Most people didn’t use the portal • Feel most comfortable talking to each other • Systems and processes also slowed down the business • Sharing wasn’t a natural thing-> • find a way to encourage people to share
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. • To circulate good practices and make people in units far from each other share knowledge. • It’s a way to work transversally and to break the silos, to absorb and combine talents and knowledge coming from different places within and outside the organization.
MAKE IT YOURS • As employee’s commitment is very important, several social tools were designed to make people enjoy the activity and see how knowledge exchange can benefit them. Such social tools includeMarketplace, Message-in-a-bottle, T-shirts, Who’s Who, and Communities.
MARKETPLACE(1/4) • Marketplace is a two-hour activity held during other meetings or conference scheduled by the target group. • People were not invited specifically to a marketplace and were usually unaware.
MARKETPLACE(2/4) • Operate mode • Facilitators • Facilitators arranged and ran marketplaces, acting asintermediaries to organize the exchange ofpractices. • Before the marketplace, the facilitators collected givers’ good practices and wrote them down in The Little Book of Good Practices. • Givers • The Giver is sharing the experience of sorting out a practical problem encountered in her/his own CBU. • They offering good practices, or solutions to problems.
MARKETPLACE(3/4) • Operate mode(cont.) • Takers • The Taker is anyone who finds it useful to use a solution proposed by the Givers. • Interest checks • When approaching a giver who had a good practiceof interest to the taker, the latter would “pay” one of seven “interest checks” to the former, symbolizing the transaction.
MARKETPLACE(4/4) • Event’s theme is set up to build loosened-up environment with costumes, role-playing and lively music. • The Little Book of Good Practices • One book featured 33 summaries of transferred good practices in diverse functions.
MESSAGE-IN-A-BOTTLE • In this activity encouraged bottom-up approach by bringing takers to a small group of givers who were willing to give them solutions and good practices and they would take their turns to be takers. • As it is important that people should feel free to ask for helps, there was no observation. • So far, about 115 message-in-a-bottle sessions had been organized involving more than 3,000 people.
T-SHIRTS • T-shirts session is held when the team doesn’t have enough time for longer activity. • Participants write good suggestions on the front of their T-shirts and write down their problems on the back. And then they all gather in a group in a learning session.
WHO’S WHO • All the employees have their own profile page, they can take part in sharing information of their interesting topics. • When having problems, they can search for some good solutions and people in the area where they need help.
COMMUNITIES • These communities (networks) were established to make sure that employees still keep sharing their knowledge even without marketplaces. • Within a network, there were 10-15 members with a leader. • Members posted questions and useful information to keep the network alive and they met up once in 6-18 months.
ASSESSING THE NETWORKING ACTIVITIES • Because of the Networking Attitude, • far more people know who to ask for helpnow. • Tangible results proved that people • from different divisions could benefit • from each other’s experiences.
ASSESSING THE NETWORKING ACTIVITIES • You need the relation and exchange between people. • At Danone we foster gamesbetween people during which they can exchange ideas. I see this as our competitive advantage.
ASSESSING THE NETWORKING ACTIVITIES It’s good! So what? It’s good! Latin Asia Anglo-Saxons
ASSESSING THE NETWORKING ACTIVITIES • He sending e-mails to the 300 participants
ASSESSING THE NETWORKING ACTIVITIES • Networking is a tool toimprove your efficiency in solving your key issues or priorities. • If it’s not focused on solvingyour key issues, it will not be very useful.
EXTENDING THE NETWORKING ATTITUDE • Deeper: more employees • Wider: outside the company • Richer: for innovation
DEEPER: MORE EMPLOYEES • All 90,000 Danone employees could benefitfrom the Networking Attitude to share good practices. • We learned a lot from each other. • Now Ican call them instead of trying to find asolution by myself.
WIDER: OUTSIDE THE COMPANY • Using tools to buildexternal bridges to partners, suppliers, customers, and consumers. • Sharing practices with retailers such as Wal-Mart and Carrefour (家樂福). • When there is a shortage of our products on the shelf, Danone is penalized by the retailer for its loss of sales.
RICHER: FOR INNOVATION • Going a step further than sharing knowledge—to create new knowledge by inviting employees from various divisions. • Danone had conducted seven so-calledco-building sessions getting richer • The good practices of today are not going to be the good practices of tomorrow.
THE FUTURE • Should they extend the concept to be deeper, wider, or richer? • Should they impose more structure, evaluation, or rewards on the Networking Attitude to make itmore viable for the long term? • Should it remain as it was?
