Ivey Publishing

Product Details

General Mills Canada: Building a Culture of Innovation (A)
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6 pages (5 pages of text)
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Case (Field)
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.
Learning Objective:
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.
General Management/Strategy,  Entrepreneurship
Canada, Large, 2010-2013
Intended Audience:
$5.30 CAD / $5.00 USD Printed Copy
$4.50 CAD / $4.25 USD Permissions
$4.50 CAD / $4.25 USD Digital Download
Associated Materials
Supplements: 9B14MS016 (7 pages) 9B14M016 (6 pages)
Translations: Spanish (7 pages) , Russian (7 pages)
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