Nestlé Continuous Excellence (D): Starting the journey beyond operations
This is the fourth and final case in the NCE series. By July 2010, the Nestlé board had approved the decision to roll NCE out beyond operations. The NCE Model for GLOBE (IS-IT) had been defined in spring 2010. As such, GLOBE was one of the prime movers of NCE beyond Operations. This was closely followed by roll-out in the Nestlé Shared Services organization (GNBS). Shared Services encompassed mostly transactional activities from accounts receivables to payroll, and as such lent itself to the NCE methodology. Other functions started their own NCE journey, in late 2010 to early 2011. By May 2011, Human Resources, Marketing, and R&D were starting to develop roll-out plans for NCE in their functions.
This case seeks to demonstrate the value in implementing a performance initiative to areas beyond operations. It also seeks to prompt a discussion about the best way to approach and sequence such a roll-out, and the importance of early, demonstrable successes.
Nestlé
2010-2011
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
Nespresso, the global leading brand in portioned coffee, is facing an existential threat. The company’s current market base, which consists primari...
By 2026, it's predicted that over 80% of organizations will have employed generative artificial intelligence (GenAI) in some capacity, up from less...
Choosing a CEO is a crucial decision for any company, but it becomes particularly complex in family businesses. This difficulty stems from the need...
Family businesses often have not only financial wealth but also nonfinancial values that make them different from nonfamily companies. For instance...
Leadership presence (LP) is widely acknowledged as a foundation of effective leadership. Historically, LP has been conceptualized as a collection o...
With organizations of all sorts facing increased urgency and unpredictability, being able to ask smart questions has become key. But unlike lawyers...
No company can grasp the potential of AI until it has set up a data-driven culture enabling employees to create value from the insights that emerge...
In a world where agility and global foresight are crucial for business survival and growth, the FUCHS case presents a compelling narrative of trans...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in Harvard Business Review May-June 2024, vol. 102, issue 3
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications