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This book analyzes how social business and base of the pyramid approaches allow companies to reinvent themselves, or in other words how they are the levers for strategic renewal. It highlights the constraints and possible difficulties encountered in the process of corporate renewal, drawing on individual and collective restraints to outline the key themes for a company s successful transition. The author uses the case of Danone to explain how such a process of strategic renewal can take time and calls for a shared vision not only among the directors but between all the players, with a strong…mehr
This book analyzes how social business and base of the pyramid approaches allow companies to reinvent themselves, or in other words how they are the levers for strategic renewal. It highlights the constraints and possible difficulties encountered in the process of corporate renewal, drawing on individual and collective restraints to outline the key themes for a company s successful transition. The author uses the case of Danone to explain how such a process of strategic renewal can take time and calls for a shared vision not only among the directors but between all the players, with a strong emphasis on long-term commitment. Throughout this book, the author offers guidance to help others complete this process with success, encouraging the reader to seize opportunities for change.
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Autorenporträt
Bénédicte Faivre-Tavignot is Affiliate Professor in strategy at HEC Paris in France. She is co-founder and Executive Director of the Social Business Chair and Executive Director of the Society and Organizations Center.
Inhaltsangabe
Foreword ix Preface xi Introduction xiii Part 1. Review of Publications 1 Chapter 1. From CSR to Business Models of Access to Goods and Services for All 3 1.1. Corporate social responsibility (CSR) 3 1.1.1. Origins and definitions 4 1.1.2. The question "why?": why should businesses adopt socially responsible behavior? 6 1.1.3. The question of "how?": how can businesses implement socially responsible behavior? 21 1.1.4. Are we heading toward CSR 2.0? 26 1.2. Social models providing access for all - BOP/social business 31 1.2.1. Introduction to poverty and market approaches 31 1.2.2. The set of BOP themes 33 1.2.3. The set of themes within social business 57 1.2.4. Conclusion of the review of publications on CSR/BOP/social business 60 Chapter 2. Strategic Renewal 63 2.1. Definitions and issues 64 2.1.1. Incremental change vs. radical change 64 2.1.2. Intentional change vs. unintentional change 65 2.1.3. Cognition vs. action 65 2.2. Barriers to strategic renewal 66 2.3. Determinants of strategic renewal 66 2.4. Link between organizational learning and strategic renewal 67 2.5. Conclusion of the strategic renewal literature review 74 Chapter 3. Individual Competencies to Organizational Competencies 75 3.1. Theoretical analysis of the linkage of individual, group and organizational competencies 76 3.2. Empirical analysis of the linkage of individual, group, and organizational competencies 78 3.3. Conclusion of the literature study on competencies 78 Conclusion to Part 1 79 Part 2. Empirical Part of the Research 87 Chapter 4. Methodological Characteristics of the Empirical Study 89 4.1. Qualitative research methodology of exploratory nature 89 4.1.1. Research of exploratory nature 89 4.1.2. Qualitative research 90 4.2. General research design 91 4.2.1. Identification of the case 92 4.2.2. Selection of projects studied at Danone and identification criteria 101 4.2.3. Delimitation of the study period 105 4.2.4. Interviews 105 4.2.5. Selection of interviewees 105 4.2.6. Other sources of information 109 Chapter 5. Analysis of the Danone Case: Illustration of the Strategic Renewal Process Based on the SBOP Projects 113 5.1. The individual 114 5.1.1. Intuitions 114 5.1.2. Acquisition of individual competencies 128 5.1.3. Conclusion of the first level: the individual 169 5.2. The group 169 5.2.1. Interpretation and integration 169 5.2.2. Acquisition of collective skills 203 5.2.3. Conclusion of the second level: the group 230 5.3. The organization 231 5.3.1. Institutionalization 231 5.3.2. Acquisition of organizational competencies 267 5.3.3. Analysis of the blocks and levers of the institutionalization and the development of organizational competencies 281 5.3.4. Conclusion of the third level: the organization 283 Chapter 6. Analysing Other Cases: Schneider, Renault, Essilor, Bouygues and Bel 287 6.1. Schneider Electric 287 6.1.1. 4I processes 288 6.1.2. Developing new competencies: individual, collective and organizational 292 6.1.3. Limits and prospects 293 6.2. Renault 294 6.2.1. 4I processes 294 6.2.2. Developing new competencies: individual, collective and organizational 297 6.2.3. Limits and prospects 298 6.3. Essilor 299 6.3.1. 4I processes 299 6.3.2. Developing new skills: individual and shared 304 6.3.3. Limits and prospects 305 6.4. BEL 305 6.4.1. 4I processes 306 6.4.2. Developing new competencies: individual and collective 309 6.4.3. Limits and horizons 309 Part 3. Discussion 311 Chapter 7. Theoretical Contributions 313 7.1. Managerial contributions 313 7.1.1. Managerial contributions for Danone 313 7.1.2. Managerial contributions for Schneider, Renault, Essilor and Bel 315 7.1.3. Managerial contributions for other businesses 317 7.1.4. Summary of this research's contributions to management 320 7.2. Humanist contributions 320 7.2.1. Development of poor countries and the role of multinational businesses 321 7.2.2. The business's goal and the reconciliation of societal and economic dimensions 323 7.2.3. Relationship to reality 326 7.2.4. Summary of humanist contributions 327 7.3. Limitations 328 7.3.1. The decision to focus on an SBOP body 328 7.3.2. The timespan of the analysis 328 7.3.3. The author's involvement in SBOP approaches 328 7.3.4. Research perspectives 329 Conclusion 331 Appendix 335 Bibliography 347 Index 353
Foreword ix Preface xi Introduction xiii Part 1. Review of Publications 1 Chapter 1. From CSR to Business Models of Access to Goods and Services for All 3 1.1. Corporate social responsibility (CSR) 3 1.1.1. Origins and definitions 4 1.1.2. The question "why?": why should businesses adopt socially responsible behavior? 6 1.1.3. The question of "how?": how can businesses implement socially responsible behavior? 21 1.1.4. Are we heading toward CSR 2.0? 26 1.2. Social models providing access for all - BOP/social business 31 1.2.1. Introduction to poverty and market approaches 31 1.2.2. The set of BOP themes 33 1.2.3. The set of themes within social business 57 1.2.4. Conclusion of the review of publications on CSR/BOP/social business 60 Chapter 2. Strategic Renewal 63 2.1. Definitions and issues 64 2.1.1. Incremental change vs. radical change 64 2.1.2. Intentional change vs. unintentional change 65 2.1.3. Cognition vs. action 65 2.2. Barriers to strategic renewal 66 2.3. Determinants of strategic renewal 66 2.4. Link between organizational learning and strategic renewal 67 2.5. Conclusion of the strategic renewal literature review 74 Chapter 3. Individual Competencies to Organizational Competencies 75 3.1. Theoretical analysis of the linkage of individual, group and organizational competencies 76 3.2. Empirical analysis of the linkage of individual, group, and organizational competencies 78 3.3. Conclusion of the literature study on competencies 78 Conclusion to Part 1 79 Part 2. Empirical Part of the Research 87 Chapter 4. Methodological Characteristics of the Empirical Study 89 4.1. Qualitative research methodology of exploratory nature 89 4.1.1. Research of exploratory nature 89 4.1.2. Qualitative research 90 4.2. General research design 91 4.2.1. Identification of the case 92 4.2.2. Selection of projects studied at Danone and identification criteria 101 4.2.3. Delimitation of the study period 105 4.2.4. Interviews 105 4.2.5. Selection of interviewees 105 4.2.6. Other sources of information 109 Chapter 5. Analysis of the Danone Case: Illustration of the Strategic Renewal Process Based on the SBOP Projects 113 5.1. The individual 114 5.1.1. Intuitions 114 5.1.2. Acquisition of individual competencies 128 5.1.3. Conclusion of the first level: the individual 169 5.2. The group 169 5.2.1. Interpretation and integration 169 5.2.2. Acquisition of collective skills 203 5.2.3. Conclusion of the second level: the group 230 5.3. The organization 231 5.3.1. Institutionalization 231 5.3.2. Acquisition of organizational competencies 267 5.3.3. Analysis of the blocks and levers of the institutionalization and the development of organizational competencies 281 5.3.4. Conclusion of the third level: the organization 283 Chapter 6. Analysing Other Cases: Schneider, Renault, Essilor, Bouygues and Bel 287 6.1. Schneider Electric 287 6.1.1. 4I processes 288 6.1.2. Developing new competencies: individual, collective and organizational 292 6.1.3. Limits and prospects 293 6.2. Renault 294 6.2.1. 4I processes 294 6.2.2. Developing new competencies: individual, collective and organizational 297 6.2.3. Limits and prospects 298 6.3. Essilor 299 6.3.1. 4I processes 299 6.3.2. Developing new skills: individual and shared 304 6.3.3. Limits and prospects 305 6.4. BEL 305 6.4.1. 4I processes 306 6.4.2. Developing new competencies: individual and collective 309 6.4.3. Limits and horizons 309 Part 3. Discussion 311 Chapter 7. Theoretical Contributions 313 7.1. Managerial contributions 313 7.1.1. Managerial contributions for Danone 313 7.1.2. Managerial contributions for Schneider, Renault, Essilor and Bel 315 7.1.3. Managerial contributions for other businesses 317 7.1.4. Summary of this research's contributions to management 320 7.2. Humanist contributions 320 7.2.1. Development of poor countries and the role of multinational businesses 321 7.2.2. The business's goal and the reconciliation of societal and economic dimensions 323 7.2.3. Relationship to reality 326 7.2.4. Summary of humanist contributions 327 7.3. Limitations 328 7.3.1. The decision to focus on an SBOP body 328 7.3.2. The timespan of the analysis 328 7.3.3. The author's involvement in SBOP approaches 328 7.3.4. Research perspectives 329 Conclusion 331 Appendix 335 Bibliography 347 Index 353
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