HEINEKEN CASE STUDY 4
Heinekenis one of the world’s leading brands in the beverage industry. With165 breweries in more than 70 countries, employing 85,000 employeesand Group Beer Volume of 221 million hl as per 2012, it definitely isa force to reckon with in the industry. The main business challengefor the company is getting its people to think in a global manner,collaborate, inspire and develop individuals and teams across theglobe (SharePointConference, 2014).This requires some element of knowledge management, which revolvesaround the creation and management of an environment that not onlyallows but also stimulates its people to connect, create and share,as well as apply knowledge as a component of normal working behaviorso as to add value to the company’s business (SharePointConference, 2014).To achieve this, the company has varied objectives that revolvearound increasing the capacity to solve problems, increase theorganizational learning, reduce the time that is spent on expertiseand content, support governance and persistent improvement, andstimulate the local and regional as well global peer networking.These objectives set the stage for the attainment of knowledgemanagement.
Inconverting the objectives into solutions, the company used MicrosoftSharePoint. In this regard, they made a project proposal which was totake two weeks to get all people in the 70 countries to share usingMicrosoft SharePoint. This requires continuous improvement whilestill maintaining the executive board sponsorship and seeking tobuilt cross-functional community.
Inthe KM program, there are two dimensions including bottom-up andtop-down, as well as across geographical and functional boundaries.Varied layers are incorporated including rules, functional standards& procedures, as well as knowledge items & good practices.There is also the day-to-day collaboration that occurs across thegeographical and functional boundaries in terms of experience,knowledge and content (SharePointConference, 2014).In ensuring sharing of knowledge, they created a platform calledone2share, which allows individuals across the 70 countries cancreate profiles. Some of the special functionalities of the platforminclude common taxonomy, privileged and public content publication,custom free web part document, as well as focused expertisecommunication (SharePointConference, 2014).
Perhapsone of the most fundamental lessons is the need to ensure that anyinformation that is published regarding the company or its productsis examined by the experts in the field. This is accomplished throughthe linkage of taxonomy with the expert fields, where if anindividual wishes to put any information regarding a particularissue, another person whose profile indicates that he or she is anexpert in the field would be notified so as to review the content.This ensures that the information displayed is accurate and thepotential of the people is utilized appropriately in the company. Ofcourse, there is no rigid definition pertaining to who fits the billas an expert, rather the individuals will be free to define itthemselves so as to avert the possibility for restricting them.
Inaddition, as much as there would be a global community leader whoundertakes examination of content in collaboration with his group ofexperts, it becomes imperative that all people across the globecontribute in line with their level of expertise in the issue.Further, constant review is undertaken so as to determine whichissues would need to be improved, archived, or promoted. This givespeople in the company an incentive to share their knowledge, whichprovides diverse solutions for the same.
SharePointConference (2014).Heineken: driving KM performance via a global knowledge managementsolution. YouTube, web retrieved from<https://www.youtube.com/watch?v=qVlNRA0yKek>