學門類別
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Snapchat’s Dilemma: Growth or Financial Sustainability
- Did I Just Cross the Line and Harass a Colleague?
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
- TNT Assignment: Financial Ratio Code Cracker
- Winsol: An Opportunity For Solar Expansion
Danone: Leading Change by Rejigging Purpose?
內容大綱
In March 2021, faced with emphatic calls from a minority group of dissatisfied investors worried about Danone SA’s poor financial performance, Danone’s board of directors asked Emmanuel Faber, Danone’s chair and chief executive officer (CEO), to step down from his leadership position.<br><br>Danone had a long history of being a purpose-driven company, and Faber’s personal values mirrored the company’s values. Why did a historically purpose-driven company succumb to the demands of a minority of shareholders? How would Faber’s departure affect the general movement toward responsible capitalism? Was his strategy justifiable and should it be continued or rejigged under a new CEO?
學習目標
This case is intended to be taught in graduate-level courses dealing with business ethics, sustainability, ethical decision-making, strategy, governance, or leadership. The case can also form a module in a leadership course within an advanced management or executive education program. This case invokes the classic tussle between the pursuit of shareholder value (profits) versus stakeholder value from the point of view of corporations and corporate CEOs. After working through the case and assignment questions, students will be able to<ul><li>distinguish between the goals of maximizing shareholder wealth and maximizing stakeholder value;</li><li>recognize and understand the contradictions between the pursuit of these two goals;</li><li>analyze the impact of various decisions on multiple stakeholder groups; and</li><li>evaluate how CEOs should balance the dual mandate of shareholder value creation and sustainability.</li></ul>