Danone Case Study

Organizational culture is organise by how the study is flowing somewhat the company. Some organizations prefer top-down approach in which selective information sharing is usually limited to the key personnel. In contrast, some organizations prefer bottom-up approach in which information is usually shared among the firm and centering tillers decision based on feedbacks. In the case of Dan champion, the company formed a culture of networking in launch to instigate more than information sharing among employees. Danone has been a success in the consumer goods sector due to its mod culture, and it also enjoys climbing revenues in the recent years.Knowledge counsel challenges set about by Danone There were two challenges faced by Danone. First, sharing was not a natural thing among employees e surplusly when there were no private connections. Donones employees prefer sharing information by talking to apiece opposite than sharing information on computers. Second, some manage rs were not well-situated to let their teams to discuss matters, because managers worried that their positions being challenged if teams are able to crystallize problems by themselves. However, management believes that these solutions from teams are useful within the firm.Therefore, the Networking status was launched to encourage employees to develop personal connections and to help managers to work in networks in order to overcome Danones knowledge management challenges. The Networking Attitude initiative The Networking Attitude has been an excellent facilitator to encourage Danone employees to network with each other. The goal of Danone is to utilize a game like structure to allow employees to form a special bond with each other. Organizing the marketplace activity, the company set up a fun, relax and informal atmosphere to allow employees to connect with each other and exchange ideas.Dressing in costumes also helps to lower peoples barrier to make connections. However, the prob lem of the Networking Attitude is that there could be wishing of motivation from employees to network. If employees objectives are not aligned, there is little reason for employees to make connections with each other. Also, employees are not rewarded based on their performance in this initiative. Many employees may not have incentives to do more out of doors of their routine works while no personal goal flowerpot be achieved. In my opinion, Danone can utilize more on this networking computer programme to align with employees personal goals.For example, Danone can encourage employee to network across divisions, so the network can help them to change jobs across departments. Danone should go deeper (more employees) on knowledge sharing Danones culture is to encourage more information flows, and more employees should be involved in knowledge sharing. By encouraging employees to share, it can join on employees morale, and both top management and low level employees are able to und erstand more on the company as a whole. By allowing more employees to participate, it will increase employees sense of belonging.Employees will also be more open to trifle up innovative ideas which will also benefit the company. In contrast, if Danone wants to go wider (outside the company), the company is running a risk by leaking out insider information to help its competitors. The bottom up approach organizational culture of Danone is one of the of import reasons that make the company competitive in its sector. Without these three main components flat hierarchy structure, encouraging information sharing, and reacting fast to the markets Danone would be in a different position today.