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Global knowledge management at Danone

Global knowledge management at Danone. Group 2 M9901203 張傑生 M9901110 吳建漳 M9901302 李思嫻 M9901303 顏慎一. Managing Knowledge for Competitive Advantage. Managing Knowledge for Competitive Advantage . Challenge: Making product, customer, and operational information available Topic:

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Global knowledge management at Danone

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  1. Global knowledge management at Danone Group 2 M9901203張傑生 M9901110吳建漳 M9901302 李思嫻 M9901303 顏慎一

  2. Managing Knowledge for Competitive Advantage

  3. Managing Knowledge for Competitive Advantage • Challenge:Making product, customer, and operational information available • Topic: • Local markets(地方市場) • Decentralization and Integration(分權與整合) • The Human Connection(人與人之間的聯繫)

  4. Local Markets • Danone’s strategy: decentralization • Close to customer • Get new product earlier • Nestle V.S Danone

  5. 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.

  6. The Networking Attitude

  7. 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.

  8. MAKE IT YOURS • Marketplace • Message-in-a-bottle • T-shirts

  9. FOLLOW-UP • WHO’S WHO • COMMUNITIES (NETWORKS)

  10. Assessing the Networking Activities

  11. Assessing 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.

  12. Assessing 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.

  13. Extending the Networking Attitude • Mougin and Benenati believed NA has to be deeper, wider, or richer. • Deeper: more employees • Wider: outside the company • Richer: for innovation

  14. Discussion

  15. Discussion 1 • What are the most important knowledge management challenges faced by Danone? • What does the company need to do well to success?

  16. Discussion 2 • What is your assessment about the Networking Attitude Initiative?

  17. SWOTAnalysis

  18. Factors • Culture • Policy • Limit Boundary

  19. Discussion 3、4 • What should Frank Mougin and Benedike do next? Which of the three opinions(go wider, go deeper, go richer) do you recommend? Why? • How does CEO Frank Riboud’s approach to leading Danone affect your recommendation?

  20. END

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