CEMEX Mexico: The Path to Responsible Competitiveness Harvard Case Solution & Analysis

The case is the situation in Mexico, CEMEX in 2004, shortly after his Social Responsibility Committee was established and inaugurated. Two distinct stages in the development of SR described. In the first phase, SR's approach was paternalistic and lacking strategic significance. The second phase began in a series of organizational changes undertaken efforts to streamline the SR and include them in the company's business strategy. This shift began in the late 1990s, when CEMEX reviews the process of backing management and contributed to the establishment of its social responsibility, the coordination of social relations and the establishment of its communications and social responsibility committee. Although social responsibility began to bear fruit, the company faced the challenge of integrating it into their culture. SR was the strategy, known mostly for the top management, but he was clearly not embedded in the practice of teaching, recruiting, compensation or performance evaluation. This prevented its rapid inclusion in the organizational culture of the company. The case describes the organizational change process (in terms of strategy, structure and culture), that the adoption of SR and management solutions to its internalization. There is little evidence to assess how deep this cultural change in reality. Staff survey showed that most people were unaware of the community-oriented initiatives in CEMEX. Purpose Manager SR to turn this issue into personal qualities as for the company and its employees, that is, to introduce it into the DNA of CEMEX Mexico. However, some members of the organization are still uncertain. "Hide
by Loretta Serrano, Hector Diaz-Saenz Source: Social Enterprise Knowledge Network 22 pages. Publication Date: June 1, 2006. Prod. #: SKE083-PDF-ENG

Share This