Campbell Soup Company: Harmonizing Processes and Empowering Workers
Name
campbell soup rossbeath2.pdf
Description
main
Size
1.21 MB
Format
Adobe PDF
Checksum (MD5)
a0f0a54cf62c6ccdd596921244a74395
Author(s)
Ross, Jeanne W.
Beath, Cynthia M.
Date Issued
June 1, 2008
Publisher
Alfred P. Sloan School of Management, Massachusetts Institute of Technology; Cambridge, MA
Series/Report no.
MIT Sloan School of Management Working Paper;4931-11
CISR Working Paper;374
Abstract
In 2007 Campbell Soup Company was implementing Project Harmony: a multi-year effort to implement SAP and create more standardized and integrated business processes across
Campbell’s North American businesses. Campbell pursued its transformation with an expectation that it would not experience the performance dip common in companies
implementing major new systems. Toward that end, Campbell designed a governance structure
intended to (1) allocate ownership of project outcomes to senior executives; (2) free up top talent
to ensure effective process design and smooth implementation; (3) benefit from the expertise of
external partners; and (4) empower stakeholders to learn from one another and drive benefits from new systems and processes. Early results suggest that the firm’s efforts were paying off. This case describes Campbell’s journey from isolated systems and processes to an integrated business with empowered local decisions makers who were learning to take advantage of transparent transaction data.
Subjects
SAP
benefits realization
empowerment
outsourcing
governance
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