Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Abridged version
-
Reference no. IMD-3-1081
Published by: International Institute for Management Development (IMD)
Originally published in: 2002
Version: 07.02.2003
Length: 13 pages
Data source: Field research

Abstract

In a decade, CEMEX has become the third largest cement company in the world and has achieved an enviable growth record. CEMEX has established its public image as a ''digital leader'' leveraging information technology and e-business ventures in the traditional low-tech and conventional cement industry. The case, however, illustrates that being a digital leader is only part of the story. The ''CEMEX Way'' is highly focused on developing the right behaviours and values in CEMEX people globally to use information about products, customers and operations effectively and to deploy common processes, information practices and Information Technology (IT) infrastructure to promote not only profitable growth globally and locally, but also to rapidly integrate its acquisitions to its way of doing business. The case also maps out how the company moved through three stages of e-business initiatives to move ''beyond the e'' in developing new ventures to grow into the construction materials industry. As the cement industry is rapidly consolidating worldwide, the case raises the issue of how a company competes with information, people and IT capabilities to effectively use its knowledge and information to bring the company''s growth to new levels.
Location:
Industry:
Size:
24,000 employees
Other setting(s):
2001

About

Abstract

In a decade, CEMEX has become the third largest cement company in the world and has achieved an enviable growth record. CEMEX has established its public image as a ''digital leader'' leveraging information technology and e-business ventures in the traditional low-tech and conventional cement industry. The case, however, illustrates that being a digital leader is only part of the story. The ''CEMEX Way'' is highly focused on developing the right behaviours and values in CEMEX people globally to use information about products, customers and operations effectively and to deploy common processes, information practices and Information Technology (IT) infrastructure to promote not only profitable growth globally and locally, but also to rapidly integrate its acquisitions to its way of doing business. The case also maps out how the company moved through three stages of e-business initiatives to move ''beyond the e'' in developing new ventures to grow into the construction materials industry. As the cement industry is rapidly consolidating worldwide, the case raises the issue of how a company competes with information, people and IT capabilities to effectively use its knowledge and information to bring the company''s growth to new levels.

Settings

Location:
Industry:
Size:
24,000 employees
Other setting(s):
2001

Related