Monday, November 18, 2019
Case Studies » Featured Case Studies » Case Studies » Reckitt Benckiser: Strategy, leadership and company culture - 6. Conclusion

Reckitt Benckiser: Strategy, leadership and company culture - 6. Conclusion

6. Conclusion

Since the merger in 1999, RB has seen phenomenal success. A clear and consistent strategy has led to above industry-average returns for each of the 11 years of operation and kept them well in front of their competitors. A priority on employing the right people to create a company culture of performance and innovation has been a key driver. Embracing the diversity within the company to encourage creative thinking and rigorous debate of ideas has seen the rate of innovation of their products double since the merger. Finally, their strategy of investing heavily into their global Powerbrands has reinforced their position as a world leader in household, health and personal care products.

 

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Associated with:
Learning Area(s):
  • Business Environment | Developing organisational culture
  • Business Structure and Organisation | Aligning structure to objectives
  • Business Structure and Organisation | Organisational structures:overview
  • Careers | Career training and development
  • Change Management | Leadership and change
  • Communication | Interpersonal communication
  • Entrepreneurship/Innovation | Fostering innovation within business
  • Entrepreneurship/Innovation | Innovative business
  • Entrepreneurship/Innovation | Product/service innovation
  • Global Business | Types of global business/expansion
  • Human Resource Management | Diversity management
  • Human Resource Management | Employee Motivation
  • Human Resource Management | Recruitment and selection
  • Management Skills | Communication
  • Management Skills | Managing in a team environment
  • Management Skills | Role of leadership
  • Management Styles | Effective styles in management situations
  • Marketing | Product development
  • Marketing | Promotion strategies and their application
From: Edition 7

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