1. GLOBAL KNOWLEDGE MANAGEMENT AT DANONE
Group 1:
M 程永真
M 黃曼欣
M 曾云杉
M 曾郁雯

2. ABOUT BSN
Souchon-Neuvesel merged with Glaces de Boussois
→Boussois-Souchon-Neuvesel
1966
Fell to takeover Saint-Gobain
Decided to enter the food business
1968
BSN had become the leading French manufacturer of beer, mineral waters, and baby food
1970
1-Antoine
2-收購礦泉水公司Evian與兩家啤酒製造商

3. 1919 1967 1973 ABOUT DANONE Isaac Carasso founded Canone
The first person to perfect an industrial process for marketing yogurt
1919
Danone merged with Gervais
→Gerais Danone
1967
Merged with BSN
→BSN Gervais Danone (the biggest food company in France)
1973
1-診斷消化問題、巴爾幹半島的傳統療法：用優格來治療某些消化問題
2-Gervais:French cheesemaker，並且收購公司來製造意大利麵、ready meals和新鮮包裝食品

4. 1986 1994~1996 1970s~1980s ABOUT DANONE (FROM1970S~1996)
Refocused on food by selling off industrial glass section
Acquisitions of Italian and Spanish food companies
1970s~1980s
Entered the biscuits industry by acquiring General Biscuit
Later, the company started to export to Eastern Europe
1986
The company changed its name to Groupe Danone
Franck Riboud took over from his father as chairman and CEO
1994~1996
1-將焦點放在食品市場，開始慢慢將玻璃業務脫手。並且藉由收購意大利與西班牙的食品公司使得自身在歐洲的食品市場地位更加穩固
2-藉由收購General Biscuit進入日益蓬勃發展的餅干市場。由於蘇聯的跨台，附與該公司進入東歐市場的新契機，並開始出口產品至東歐，隨後靠著收購公司前進東歐、亞洲、拉丁美洲以及南非。

5. Mission: To bring health through food to the largest number of people
DANONE’S VISION
Mission: To bring health through food to the largest number of people
2001: Launched the Danone Way
2004: Launched the yogurt Danimal in the city of Soweto, South Africa
2006: A similar project took shape in Bangladesh

6. FRANCK RIBOUD’S CONTRIBUTION
He directed to company’s focus towards health and nutrition
He turned a Western European company into an international organization
He changed how the organization was managed

7. FRANCK RIBOUD’S CONTRIBUTION
2002: Launched a research center in Paris
2004: Established a vital business division in the Asia-Pacific
2007: The company showed an operating margin of 13.4%

8. DANONE’S POSITION
Global leader in fresh dairy products and was tied with Nestle in beverages
Danone was second only to Kraft Foods in biscuits and cereal products
Danone had revenues of €14 billion (14.98billion, 2009), compared with Nestle with revenues of €60 billion, and Kraft Foods with revenues of €25 billion

9. DANONE’S BUSINESS LINE
4 main blockbuster products:
In 2008, Danone reorganized into 4 business lines: Fresh Dairy Products, Water and Beverages, Baby Food, and Clinical Nutrition.
Activia
Vitalinea
Actimel
Danonino

10. GLOBAL LOCATIONS OF GROUPE DANONE FACTORIES

11. MANAGING KNOWLEDGE FOR COMPETITIVE ADVANTAGE

12. MANAGING KNOWLEDGE FOR COMPETITIVE ADVANTAGE
Challenge: Making product, customer, and operational information available
Question:
a tension between a more efficient top-down approach and local managers’ desire for autonomy.
the role of information technology in managing knowledge
Topic:
Local markets(地方市場)
Decentralization and Integration(分權與整合)
Prior Approaches to Knowledge Management(KM的前處理)
The Human Connection(人與人之間的聯繫)
對於這種全球化的公司來說，將商品、顧客、及操作資料給公司員工垂手可得是一個很大的挑戰。
面臨到的問題包括了有效的自上而下的方法到市場主管的自主權兩部分的拉扯
資訊科技的作用於管理知識上

13. LOCAL MARKETS Danone’s strategy: decentralization Close to customer
Get new product earlier
Nestle V.S Danone
達能他們在地方市場的部分採地方分權的策略。
2000年, Mougin認為地方分權是潛在而且必要的，地方主管就是決策者，包括損益情況，而總部只是給一點意見，不會干預決策。
因為他們認為合力做決策的缺點比優點來的多，而且分區管理的成功是可以被反應在地方品牌上。
這項策略使Danone在不同的市場有著不一樣的產品，會讓當地的顧客感覺到更親切。他們相信這會讓Danone更快拓展，在不具優勢的市場裡被需要
怎樣的擴展快速呢?
舉例來說雀巢公司(競爭對手)平均上是新產品需要12-18個月，但達能只要3個月就可以上市，即便他們的競爭對手有很多好的idea，可是達能第一線的決策者，可以很快速的執行，比競爭對手來的快，產品開發到產品上市這段時間可以縮短，產品就可以更快的推出。

14. DECENTRALIZATION AND INTEGRATION
Being decentralized could be confusing for frontline managers:
Lack clear directions from headquarters and didn’t know whom to turn for advice(垂直)
there’s little horizontal communication among the larger divisions.(水平)
No a lot of quantified organizational expertise.
No library with a bunch of files.
There’s a little incentive to formally categorize things into database.
但分權可能會讓最前線的主管感到很困擾。他們缺乏了從總部下令的清楚指示，常常不知道要向誰求助。(垂直)
且水平式的溝通是很少見的，就是CBU之間是很少溝通的。(水平)
達能沒有很多專家系統，他們所謂的專家是將很多的個人知識蒐集再一起。如果你想要知道某些工作該怎麼做，沒有一個
蒐藏文件的圖書館可以讓你去尋找，將知識分門別類到資料庫裡只會獲得一點點的獎勵。
CBU=Country Business Units

15. DECENTRALIZATION AND INTEGRATION(CON’T)
The top-down to re-prioritize and re-concentrate
The bottom-up to nourish-to listen to the market , the latest ingredients, the latest innovations , to know what works with the competition
從上到下在從下到上，會讓你感到精神分裂。
你必須要聽從上級 重新做優先順序和專注的處理，而且你必須鼓勵下層 聽取市場分析，最新的變革最新的東西，該如何
做比較有競爭優勢。
分權與整合都集中在同一個人身上

16. PRIOR APPROACHES TO KNOWLEDGE MANAGEMENT
The Growth Program
Growth Too
Acceleration Units

17. THE GROWTH PROGRAM
In the late 1990s, Jacques Vincent, had initiated the Growth Program to foster growth through sharing brand assets among the CBUs to develop blockbuster brands.
Jacques Vincent wanted us to use our CBUs to leverage practices rather than to use consultants.
90年代晚期 Jacques Vincent 開創 The Growth Program
經由CBU間分享品牌有利的條件來發展較具暢銷產品以提升成長，但這是短期的重心發展。
希望用CBU之間來影響實施，而不是使用顧問。

18. GROWTH TOO
Goal: accelerate growth by identifying, analyzing, and formalizing good practices in the 70 CBUs to ensure that these good practices were adopted by all CBUs.
e.g. The diamond- a hexagon charting six key parameters of a brand used to measure a brand’s effectiveness and progress
2003年Growth Too取代了Growth Program
Growth Too目標是在70個CBU間經由辨識、分析、標準化這些良好的做法來加速成長，確保這些好的做法
適用於各個CBU裡
例子是，乳品部門介紹了一個概念叫diamond,她是一個六角型，各角角放著六個重要的影響品牌的參數，
以衡量品牌的效用及過程。經由Growth Too，diamond會在公司內傳播得更廣。

19. ACCELERATION UNITS international working groups:
Specialized in a particular concept or brand. An Acceleration Unit might have between 4 and 40 high-level members from a single function or from multiple functions
接著,達能創造了Acceleration Units, 這是一個有某些概念專長及品牌專長的國際工作團隊大約4~40名成員來自一個或多個部門。
這個單位企圖確認一個良好的做法然後所謂的模組化他接著傳播他，使CBU可以改善績效或是快速展示新產品。

20. THEMIS
They want build a model that was a continuous improvement process and we came up with the Danone Operating Model, a list of 144 formalized best practices, using a tool called THEMIS
THEMIS : Danone’s group-wide SAP (business software) system
然後他們想要建立一個model 是前線的管理人員可以快速的交換他們的做法，這個model是連續不斷地改善過程。所使用的工具是themis
THEMIS是一個達能的SPAP系統，就是一種商業軟體。他們認為9萬名員工需要有一個工具來做協商，但SAP的標準程序在實行上很困難。
他們認為ERP是必須的因為組織很分散而且他們那時候不懂ERP,Themis分主流，

21. THE HUMAN CONNECTION The traditional knowledge management
Using technology, uploading files, building databases
It was not the optimal path for Danone:
Most people didn’t use the portal
Feel most comfortable talking to each other
Systems and processes also slowed down the business
Sharing wasn’t a natural thing->
find a way to encourage people to share
他們認為傳統的知識管理用科技用文件上傳然後建立資料庫的這種方式不太適用於達能。大多數的員工不會去使用portal
也覺得與其使用portal還不如直接面對面溝通會比較舒適，而且系統和一般的程序會使的業務更加緩慢。
他們發現知識分享在公司裡頭不是一件自然(稀鬆平常)的事。必須要找的一種方法鼓勵大家做這個分享的機制。

22. THE HUMAN CONNECTION
他們也發現對於高層主管間，直接討論是很有效率的。可是對下屬則不是。主管會免勉為其難的與下層人員討論，
即便下層人員找到了方法，主管也不會用。所以我們需要增加金字塔底部的溝通。
而並非直接著手進行建立資料庫，而是要建立討論聯繫分享和團結的文化，幫助主管能想在這個網絡裡工作，
他們覺得這是一個態度

23. THE NETWORKING ATTITUDE

24. THE NETWORKING ATTITUDE
In 2002, The Networking Attitude was launched as a new way of communication to enable and encourage staffs in different work sites to share knowledge and good practices in the enterprise.
To circulate good practices and make people in units far from each other share knowledge.
It’s a way to work transversally and to break the silos, to absorb and combine talents and knowledge coming from different places within and outside the organization.
The Networking Attitude 是danone在2002年東法舉行的conference首次推行
它是一個可以使員工即使在不同部門、不同地點工作也能彼此溝通、分享知識經驗和good practice(成功的實踐經驗)的方法
可以藉由它傳播good prctice 且即使距離遙遠員工仍能彼此分享知識
員工彼此平行交流的方式(peer to peer)，而非由上到下的知識傳授

25. MAKE IT YOURS
As employee’s commitment is very important, several social tools were designed to make people enjoy the activity and see how knowledge exchange can benefit them. Such social tools include Marketplace, Message-in-a-bottle, T-shirts, Who’s Who, and Communities.
由於Mougin和Benenati認為員工的投入是相當重要的，所以他們設計了5大工具鼓勵員工，使員工能在愉快且活潑生動的環境裡彼此分享並學習知識
而這5大工具分別是Marketplace，Message-in-a-bottle，T-shirts，Who’s Who和 Communities.

26. MARKETPLACE (1/4)
Marketplace is a two-hour activity held during other meetings or conference scheduled by the target group.
People were not invited specifically to a marketplace and were usually unaware.
1. Marketplace 是被舉行於主管會議的session間，每次兩小時
因為他們本來就必須參加這個會議，所以參與的人不會特別被邀請參加活動，而是在事前不知道的情況下參加Marketplace

27. MARKETPLACE (2/4) Operate mode Facilitators Givers
Facilitators arranged and ran marketplaces, acting as intermediaries to organize the exchange of practices.
Before the marketplace, the facilitators collected givers’ good practices and wrote them down in The Little Book of Good Practices.
Facilitators
是負責安排並且 run marketplace的人，扮演中間人的角色，他必須確保 giver和 taker間順利交流知識
他們會事前選定一個商業策略的主題，並在三個禮拜前連絡5~10個同事，請他們扮演 giver的角色
在 marketplace開始前，facilitators 會去搜集 giver的 good practice，並將它記錄於 The little book of good practice中
taker可以藉由這本書，從中找到他們有興趣的議題，然後跟 giver做知識交流
Givers
1. 是將他們在自己的CBU裡面臨的問題及解決方法和 good practice分享給 taker
Givers
The Giver is sharing the experience of sorting out a practical problem encountered in her/his own CBU.
They offering good practices, or solutions to problems.

28. MARKETPLACE (3/4)
Operate mode (cont.)
Takers
The Taker is anyone who finds it useful to use a solution proposed by the Givers.
Interest checks
When approaching a giver who had a good practice of interest to the taker, the latter would “pay” one of seven “interest checks” to the former, symbolizing the transaction.
Takers
就是剩下的參與者，要從眾多的 giver中找到對自己有用的解決方法
Interest checks
當 taker對某個 giver的 good practice感興趣時，就可以將 interest checks(類似支票)付給 giver，象徵交易的行為

29. MARKETPLACE (4/4)
Event’s theme is set up to build loosened-up environment with costumes, role-playing and lively music.
The Little Book of Good Practices
One book featured 33 summaries of transferred good practices in diverse functions.
Marketplace是在一個很輕鬆的環境下進行，它會圍繞著一個主題，giver會做裝扮和角色扮演，也會放活潑的背景音樂做配合
它看似隨興、不正式但卻以非常具條理的方式舉辦
目的就是使參與人員能夠放鬆並且快樂的參加活動，然後比較容易忽略彼此的階級和身分，沒有壓力的請別人幫助自己
搭電梯30秒時間 簡短故事吸引 taker
2. The Little Book of Good Practices
遇到類似情況或要生產類似產品，可以快速複製已有的經驗
Giver照片

30. MESSAGE-IN-A-BOTTLE
 In this activity encouraged bottom-up approach by bringing takers to a small group of givers who were willing to give them solutions and good practices and they would take their turns to be takers.
As it is important that people should feel free to ask for helps, there was no observation.
So far, about 115 message-in-a-bottle sessions had been organized involving more than 3,000 people.
1. 讓 taker可以以匿名的方式將他的問題告訴少部分潛在 的 giver
而這些 giver通常會更有意願去幫助 taker，因為他們通常也可能變成 taker 需
要別人的幫助
由於參與者可以以匿名方式提問，而且現場也不會有監督者參與，所以參與者可以在沒有負擔和壓力的情況下自由提問
到目前為止，已有115個 message-in-a-bottle sessions被舉行，並有超過3000人參與這活動

31. T-SHIRTS
T-shirts session is held when the team doesn’t have enough time for longer activity.
Participants write good suggestions on the front of their T-shirts and write down their problems on the back. And then they all gather in a group in a learning session.
如果時間不夠，而無法執行前面2種 session時，T-shirts是可以被 結合在conference或 meeting中
參與者可以將他們的問題寫在他們 T-shirt的背後，而其他人可以將他們的建議寫在T-shirts 前面
而這個方法的好處就是它所需要花費的時間非常少

32. WHO’S WHO
All the employees have their own profile page, they can take part in sharing information of their interesting topics.
When having problems, they can search for some good solutions and people in the area where they need help.
後續措施
在 marketplaces 和 message-in-a-bottle sessions 之後，Benenati 發展了後續措施去幫助員工實際採用他們從session中獲得的good practice 來改善他們的問題
而這兩個工具就是Who’s Who和 Communities
Who’s Who
所有的員工

33. COMMUNITIES
These communities (networks) were established to make sure that employees still keep sharing their knowledge even without marketplaces.
Within a network, there were members with a leader.
Members posted questions and useful information to keep the network alive and they met up once in 6-18 months.

34. ASSESSING THE NETWORKING ACTIVITIES

35. ASSESSING THE NETWORKING ACTIVITIES
Because of the Networking Attitude,
far more people know who to ask for help now.
Tangible results proved that people
from different divisions could benefit
from each other’s experiences.
Mougin和Benenati認為，Networking Attitude初期目標已經達成，
達能全球飲料供應鏈總監：「由於網絡的態度，更多的人知道該向誰求助了」。
有形的結果證明，不同部門的人們能夠受益於彼此的經驗。
到目前為止，4,181支票已被登記，即使是還沒有承諾的支票，Benenati對概念被廣泛推廣感到自豪。

36. ASSESSING THE NETWORKING ACTIVITIES
You need the relation and exchange between people.
At Danone we foster games between people during which they can exchange ideas. I see this as our competitive advantage.
CEO Riboud支持這一非正式的知識管理，評論：在達能我們透過Networking促進成功的做法。
我們不透過技術這樣做，因為如果你認為一個 IT系統將能創建一個網絡，你將無法跨越現在到任何地方。
您需要人與人之間的關係和交流。
在達能我們促進人與人之間的交流，他們可以交換意見。我認為這是我們的競爭優勢。

37. ASSESSING THE NETWORKING ACTIVITIES
So what?
It’s good!
It’s good!
安格魯撒克遜人對Network Attitude:So what?
Latin
Asia
Anglo-Saxons

38. ASSESSING THE NETWORKING ACTIVITIES
He sending s to the 300 participants
Benenati想要評估Networking Attitude的影響。由於沒有正式的追踪系統存在， 他隨即在一個市場發送電子郵件給300個參予者調查誰有興趣在這些做法。
但是一位同事極力反對說：我們不應該像政府機關的櫃員一樣督導和追踪。

39. ASSESSING THE NETWORKING ACTIVITIES
Networking is a tool to improve your efficiency in solving your key issues or priorities.
If it’s not focused on solving your key issues, it will not be very useful.
Networking是一個工具，提高效率去解決您的關鍵問題。如果它不是著眼於解決 您的主要問題，它就不會是非常有用的。

40. EXTENDING THE NETWORKING ATTITUDE
Deeper: more employees
Wider: outside the company
Richer: for innovation

41. DEEPER: MORE EMPLOYEES
All 90,000 Danone employees could benefit from the Networking Attitude to share good practices.
We learned a lot from each other.
Now I can call them instead of trying to find a solution by myself.
Mougin認為達能的90000員工可以從Networking Attitude的分享中受益。
Mougin對一些市場中的助理測試這個信念，這些助手說：這是第一次 有人會問他們的意見。
對我來說這是非常有用的，和同事分享good practices，我們從對方學到了很多。
現在我可以打電話給他們，而不是只能自己試圖去找解決辦法。

42. WIDER: OUTSIDE THE COMPANY
Using tools to build external bridges to partners, suppliers, customers, and consumers.
Sharing practices with retailers such as Wal-Mart and Carrefour (家樂福).
When there is a shortage of our products on the shelf, Danone is penalized by the retailer for its loss of sales.
Mougin和Benenati考慮使用他們的工具去建立合作夥伴，供應商，客戶和消費者外部的橋樑。
如Wal-Mart、家樂福之類的一些快速消費品公司，缺乏與消費者直接接觸。
當他們有產品短缺的問題發生，零售商會依照他們銷售的損失對達能罰款，所以達能已開始與大型零售商合作，找辦法確保貨架 上的東西不會缺貨。他們認為這是一個沒有成本的直接利潤。

43. RICHER: FOR INNOVATION
Going a step further than sharing knowledge—to create new knowledge by inviting employees from various divisions.
Danone had conducted seven so-called co-building sessions getting richer
The good practices of today are not going to be the good practices of tomorrow.
Mougin和Benenati想比分享知識更進一步，做法就是透過邀請不同部門的員工去創造新知識，目的就是要創造出新的東西或是新產品。
到目前為止，達能已經進行了七次所謂的共建會議。其中的重點是‘從水轉向到飲料。在一個星期內，第一天
飲料部門的成員與一些經理討論策略，第三天又跟另一組人員討論有關達能的飲料策略。
Deheunynck解釋，“這樣使人們在一個星期內密切的合作，這就是我們所說的越來越富。
如果我們只是一味地分享的做法，我們就是不打算存在了，因為一個做法在今天很成功，並不代表這樣的做法明天也一樣適用。

45. THE FUTURE
Should they extend the concept to be deeper, wider, or richer?
Should they impose more structure, evaluation, or rewards on the Networking Attitude to make it more viable for the long term?
Should it remain as it was?
Networking涉及非常多的利益相關者，所以要滿足每個人其實很困難。
應該把他們的概念延伸到更深，更廣，更豐富嗎？
或是應該施加更多的評估或​​獎勵給他們，使networking更可以長期的使用？
還是應該繼續延續原來的做法？ Mougin認為無論如何還是較偏向能發展出新的想法和評價系統，他相信“這就是達能做事方式。
他很清楚有一些部門做的比其他部門好，但是一直沒有一套衡量的方式，他希望在達能可以有一套 定量的衡量措施。

46. THANKS FOR YOUR LISTENING !