General Mills Canada: Building a Culture of Innovation (A)
(5 pages of text)
The president of General Mills Canada wants to build a culture of innovation in his firm. Prior to a senior management meeting in 2010 to review the company’s plans for 2011 and beyond, he met with the vice-president of Human Resources and asked him to provide feedback and suggestions about what the organization could do to change its corporate culture. A conservative organization with a collegial atmosphere where consensus and support were essential to moving projects ahead, General Mills Canada had developed an analysis-based, detail-oriented culture that was not necessarily conducive to innovation. This case provides an opportunity to engage in a discussion about the uncertainty faced by senior management in terms of specifically how to build a culture of innovation. While the senior leaders know they want to build a culture of innovation, the real question is how they should go about doing this. Also available is supplement case 9B14M016
This case is suitable for entrepreneurship and strategy courses because it enables a discussion about decision making under conditions of uncertainty. The case can also be used at the undergraduate, graduate or executive level that have a focus on innovation and culture.
- To address an important challenge that senior managers face with respect to innovation: decision making under uncertainty.
- To determine the specific actions that senior leadership should take to build a culture of innovation in the face of uncertainty.
Canada, Large, 2010-2013
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