Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 07.08.2012
Length: 3 pages
Data source: Field research
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Abstract
This is a Spanish version. This is part of a case series. This is the fourth and final case in the NCE series. By July 2010, the Nestle board had approved the decision to roll NCE out beyond operations. The NCE Model for GLOBE (IS-IT) had been defined in spring 2010. As such, GLOBE was one of the prime movers of NCE beyond Operations. This was closely followed by roll-out in the Nestle Shared Services organization (GNBS). Shared Services encompassed mostly transactional activities from accounts receivables to payroll, and as such lent itself to the NCE methodology. Other functions started their own NCE journey, in late 2010 to early 2011. By May 2011, Human Resources, Marketing, and R&D were starting to develop roll-out plans for NCE in their functions.
Location:
Industry:
Size:
CHF107.6 billion revenues, 276,000 employees
Other setting(s):
2010-2011
About
Abstract
This is a Spanish version. This is part of a case series. This is the fourth and final case in the NCE series. By July 2010, the Nestle board had approved the decision to roll NCE out beyond operations. The NCE Model for GLOBE (IS-IT) had been defined in spring 2010. As such, GLOBE was one of the prime movers of NCE beyond Operations. This was closely followed by roll-out in the Nestle Shared Services organization (GNBS). Shared Services encompassed mostly transactional activities from accounts receivables to payroll, and as such lent itself to the NCE methodology. Other functions started their own NCE journey, in late 2010 to early 2011. By May 2011, Human Resources, Marketing, and R&D were starting to develop roll-out plans for NCE in their functions.
Settings
Location:
Industry:
Size:
CHF107.6 billion revenues, 276,000 employees
Other setting(s):
2010-2011