Tuesday, October 13, 2009

Inside the Kraft Foods Transformation
Eleven of the top leaders from the largest food and beverage company in the U.S. talk about their three-year turnaround and their campaign to reorganize for growth.

Reprint No. 09307

Published: August 27, 2009
/ Autumn 2009 / Issue 56

I HIGHLY recommend reading this article in full. The intro is:

"When a company’s corporate core gets too far from its businesses, from the marketplace, and from its consumers, then a new organizational model may be needed. That was true of Kraft Foods when I (Irene Rosenfeld) returned as chief executive in June 2006. I had just spent three years running the Frito-Lay division of PepsiCo, where decision making was highly decentralized. That experience had reminded me how powerful it is when people come to work every day aligned with and focused only on the business, rather than on the internal organizational demands"

This is the decentralized organization model they evolved to:

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