This case brings attention to the complex intricacies of bringing about innovation and change in a multinational corporation (MNC). It displays the challenges managers face, when driving entrepreneurship in a complex MNC organisation, with delegated responsibilities and where multiple organisational levels are involved in decision-making. The backdrop for the case is the challenge of corporate entrepreneurship. Bringing brand management and brand renewal in alignment with local market preferences and competition in relation to Knorr, an iconic brand within the Fast-Moving Consumer Goods (FMCG) industry. The case examines the various perspectives and interests of corporate stakeholders positioned centrally as well as in the local headquarters. Students are expected to reflect on issues related to the global marketing strategies of MNCs, corporate entrepreneurship, how decision-making occurs in complex multinationals, and how to foster innovation in such environments.
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1. Address several organisational and managerial issues related to corporate entrepreneurship in a complex MNC. 2. Understand the dynamics and mechanisms driving global integration and local market responsiveness within the global branding context. 3. Reflect upon the challenges of mobilising support for corporate change within a multinational corporate context. 4. Discuss the nature of subsidiary mandates and how they add to innovation management. Reflect on models for organisational change within a MNC context. 5. Evaluate on multiple sides of change management – as seen from both the protagonist and the antagonist perspective.
