The introduction of Riboud as the CEO of Danone was such a step which enabled the company to maintain communication with the local markets and gather relevant information regarding the market conditions (Emondson et al. Riboud’ s belief was that having a proper information network through the operational channels will help the organisation in designing an accurate business measures. However, there was more to Riboud’ s strategy for knowledge management which not only created an opportunity for gathering market information but also developed a strong scope for leveraging the internal talent within the organization.
The company introduced the Growth Program in the year 2003 which would allow them to align their knowledge management activities with the growth of the organisation (Emondson et al. The Growth Program was focused on helping build the organisational process through identification of best practices in the work process and the outcome resulted in development of 5% consistent growth on a year on year basis (Emondson et al. The Growth Program in a manner was an extension of the Networking Attitude. The Networking Attitude was established in the year 2002 for promoting and sharing of best work practices in the workplace (Emondson et al.
The practices of Danone reflect a strong focus on information flow by identifying the knowledge and working habits of their employees. Also, the consideration for collecting market information and sharing it with the employees created the opportunity for developing services and products related to the needs and expectations of the consumers. The importance and role of knowledge management and information flow can thus be observed by focusing on the growth and development of Danone with their focused approach. In the words of Cox (2007), knowledge and information management practices are implemented and operated appropriately when the internal structure of a company is supportive towards the process of sharing, storing and gathering of information.
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