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IOI's Global Challenge: Moving Up the Palm Oil Value Chain
內容大綱
Malaysian palm oil company IOI Corporation Berhad (IOI) developed from a plantation company in Malaysia to become a vertically integrated manufacturing company with a range of higher value manufacturing businesses across Asia, Europe, and the United States. The rapid expansion into what the chief executive officer (CEO) called a "mini-multinational" placed greater demands on IOI and its leadership. The CEO had struggled to simultaneously achieve growth, innovation, control, and coordination, and the company had experienced a sustainability crisis in 2016. In early 2017, the CEO needed to decide whether to approve an ambitious growth strategy-proposed by IOI's specialty oils and fats team, which led most overseas operations and handled IOI's most innovative products-to be achieved by 2025. While he was eager to expand IOI and strengthen its position as a widely admired Asian family multinational, he also needed to weigh the constraints. He could not risk growing the company faster than the leadership's ability to control it.