Global Knowledge Management at Danone (A) Harvard Case Solution & Analysis

This case deals with a new approach of French consumer goods company Danone in Knowlege Management. In 2007, the main resource person (Executive Vice President), Franck Mougin Knowlege exchange company assesses the tools and considers his options in the future. Through informal markets and exchange of knowledge networks, Danone helped managers to communicate with each other and share best practices peer-to-peer, rather than relying on the traditional hierarchical lines of communication and IT storage. Between 2004 and 2007, Mougin and his team found that 5,000 Danone managers around the world - the company conducted business in 120 countries - shared about 640 now documented best practices. In 2007, the strategic importance of saving time in a decentralized organization through the adoption of good practices of colleagues has been put to the test. If knowledge management tools to be expanded to include all employees and external partners on a regular basis? And on top of sharing best practices, it can be extended to the creation of new solutions and processes? Is it requires more and more formalized process tracking results? The case illustrates the options Mougin on taking knowledge management in the future Danone. "Hide
by Amy C. Edmondson, Bertrand Moingeon, Vincent Dessain, Ane Damgaard Jensen Source: Harvard Business School 22 pages. Publication Date: December 11, 2007. Prod. #: 608107-PDF-ENG

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