This case explores French consumer goods business Danone's new way of knowledge management. In 2007, Human Resource Chief (Executive Vice President) Franck Mougin assessed the company's knowledge-sharing tools and considers his options going forward. Through sharing networks and casual 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 IT or communication repositories.
In 2007, the tactical importance of saving time in a decentralized organization through adoption of co-workers' good practices was set to a test. Should the knowledge management tools be expanded to include all workers and external partners on a regular basis? And on top of sharing good practices, could it be extended to comprise the creation of new solutions and procedures? Would this demand more tracking of results and more formalization of processes? Mougin's choices are illustrated by the case on taking knowledge management into the future of Danone.
PUBLICATION DATE: July 06, 2012 PRODUCT #: 613003-PDF-ENG
This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS
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