The first case in a four-case series about Nestlé Continuous Excellence explores how in his first year as Nestlé’s Executive Vice President of Global Operations, José Lopez became convinced of the need for one approach to performance improvement, after seeing improvement initiatives at different company operations around the world. How would he get buy-in from the relevant influencers within the company, i.e. the technical heads who already had their own programs in place? Lopez planned a meeting at the Mirador hotel to do this.
Learning Objective
The objective of this case is to encourage participants to think about (1) how to engage employees across a global organization and (2) how to convince key opinion leaders about the need for a single, common company-wide initiative, given the existence of multiple improvement initiatives around the world.
Keywords
Performance Improvement, Quality, Engagement, Bottom-Up, Strategy Deployment, Strategy Roll-out, Matrix Organization, General Management, Strategy
Settings
World/global
Nestlé
2007
Available Languages
English
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