This case investigates French consumer goods business Danone's new approach to knowledge management. In 2007, Human Resource Chief (Executive Vice President) Franck Mougin evaluates the company's knowledge-sharing tools and considers his options going Forward. Through sharing networks and everyday knowledge marketplaces, Danone had helped supervisors connect with each other and share good practices peer-to-peer, rather than relying on traditional hierarchical lines of communication or IT repositories. Within the years 2004 to 2007, it was found by Mougin and his team that 5,000 Danone managers around the world, the firm conducted operated in 120 countries, had shared about 640 now-official good practices.
In 2007, the strategic significance of saving time in a decentralized organization through adoption of coworkers' good practices was put to a test. Should the knowledge management tools be expanded to comprise external partners and all workers on a regular basis? Would this need more formalization of procedures and more tracking of results? Mougin's choices are illustrated by the case on requiring knowledge management into the future of Danone.
PUBLICATION DATE: December 11, 2007 PRODUCT #: 610S14-HCB-SPA
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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