CEMEX Way: The Right Balance Between Local Business Flexibility and Global Standardization Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

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CEMEX, in Mexico, has grown through acquisitions of local manufacturers of cement in the third-largest in the world. Over the past 20 years, the company has been a consistent leader in IT and business management information in innovative ways to produce cement and concrete business. CEMEX also accumulated knowledge about the integration of acquired companies around the world, and developing business processes based on best practices in various countries and regions. In 2000, the General Manager Lorenzo Zambrano decided to systematize the knowledge of best practices throughout the company about 8 key global business processes through the three-year project called The Way CEMEX. Although the implementation cost of $ 200 million, the company could save more than $ 120 million a year in IT and procurement costs. In 2004, the project has become an integral part of CEMEX approach to doing business on a global scale, but had to be modified to include more local innovation and flexibility, and capture best practices change more quickly throughout the company. As CEMEX align behaviors and values of the people and find the right balance between local business flexibility and global standardization to grow in the future? "Hide
by Donald A. Marchand, William J. Kettinger, Rebecca Chung Source: IMD 17 pages. Publication Date: January 12, 2005. Prod. #: IMD284-PDF-ENG