Activist Inside: Making Responsible Procurement Happen Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

IMD-3-1952 © 2008
Billington, Corey; Berg, Michele

By the end of the very first year in her new role as accountable procurement supervisor; Kayzi Ambridge had begun to see real results from her attempts. Changes; accolades and approval restored her energy for a critical mission which was just getting started. E.ON UK’s Responsible Procurement Initiative – focused on creating a standardized as well as corporate program to work with suppliers – had come a long way since its inception 18 months before at an IMD Booster plan (designed to help businesses crystallize their strategies for special initiatives in an intense week long facilitated plan).

While Corporate Social Responsibility (CSR) was one of E.ON’s five core values; belief systems and actions do not consistently follow one another and real advancement was far below where it might be. The challenge of getting it happen required an investigation of what resources were needed an endorsement of the initiative’s significance and also a commitment to execute the needed actions. What would motivate people to get started; make change; embrace it and continue? How could E.ON UK realize standardization for their Accountable Procurement plan without losing momentum? Learning objectives: To learn Procurement might be successful and innovative by establishing a CSR plan. Also; to learn just how to make an initiative successful without resources and a large budget. The significance of crafting a well defined and useable toolkit for the implementation of the initiative.

Subjects: Corporate social responsibility; Responsible procurement Settings: United Kingdom; Energy; £12;584 million sales in 2007; 20;000 employees in 2008; 2005-2007