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Case Study

Nestlé Continuous Excellence (A): Beyond cost savings

By Bettina Büchel and Sophie Linguri Coughlan

11 pages

December 2011

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Reference: IMD-3-2212

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

Type

Field Research

Available Languages

English

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This case study is part of a series

Nestlé Continuous Excellence (A): Beyond cost savings
Nestlé Continuous Excellence (B): Launching NCE
Nestlé Continuous Excellence (C): Operations and beyond
Nestlé Continuous Excellence (D): Starting the journey beyond operations

This case study is part of a series

Nestlé Continuous Excellence (A): Beyond cost savings
Nestlé Continuous Excellence (B): Launching NCE
Nestlé Continuous Excellence (C): Operations and beyond
Nestlé Continuous Excellence (D): Starting the journey beyond operations

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