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Harvard Case - Arla Foods - Matching Structure With Strategy

"Arla Foods - Matching Structure With Strategy" Harvard business case study is written by Jean-Louis Schaan, Ramasastry Chandrasekhar. It deals with the challenges in the field of General Management. The case study is 17 page(s) long and it was first published on : Oct 30, 2013

At Fern Fort University, we recommend Arla Foods implement a matrix organizational structure with a decentralized decision-making model to effectively manage its growing international business and achieve its ambitious growth goals. This approach will foster innovation, entrepreneurship, and agility while ensuring alignment with the company's corporate strategy and sustainability commitments.

2. Background

Arla Foods is a leading dairy cooperative with a strong presence in Europe and a growing international footprint. The company faces a complex landscape characterized by increasing competition, volatile commodity prices, and changing consumer preferences. Arla's ambition is to become a global leader in dairy, with a focus on sustainable growth and innovation. However, its current hierarchical organizational structure is hindering its ability to respond effectively to these challenges.

The case study focuses on the challenges faced by Arla's CEO, Peder Tuborgh, as he navigates the company's growth strategy and seeks to optimize its organizational structure to support its ambitious goals. The case highlights the need for a more flexible and responsive structure that empowers local teams to make decisions and adapt to changing market conditions.

3. Analysis of the Case Study

Strategic Analysis:

  • SWOT Analysis: Arla possesses strong core competencies in dairy production, brand recognition, and supply chain management. However, its hierarchical structure limits its ability to respond swiftly to market changes and leverage emerging opportunities.
  • Porter's Five Forces: Arla operates in a highly competitive industry with strong bargaining power of buyers and suppliers. The company needs to differentiate itself through innovation, product development, and strong brand management.
  • Competitive Advantage: Arla's cooperative structure provides a unique advantage in terms of access to resources and farmer relationships. However, it needs to leverage this advantage through a more decentralized and agile organizational structure.

Financial Analysis:

  • Arla's growth strategy requires significant investments in new markets, product development, and technology. A matrix structure can help optimize resource allocation and ensure efficient utilization of capital.
  • The company needs to implement robust performance evaluation metrics to track progress towards its strategic goals and ensure accountability across all business units.

Organizational Analysis:

  • Organizational Culture: Arla's current culture emphasizes centralized decision-making and hierarchical reporting. This needs to evolve towards a more empowering and collaborative culture that encourages entrepreneurship and innovation.
  • Leadership Styles: The company needs to cultivate transformational leaders who can inspire and motivate employees, foster a culture of innovation, and empower teams to take ownership of their work.

4. Recommendations

1. Implement a Matrix Organizational Structure:

  • This structure will allow Arla to leverage the expertise of both functional and regional teams, fostering cross-functional collaboration and knowledge sharing.
  • It will enable the company to respond effectively to diverse market needs and adapt to changing consumer preferences.
  • It will empower local teams to make decisions and take ownership of their operations, fostering entrepreneurship and agility.

2. Decentralize Decision-Making:

  • Empower regional teams to make decisions based on local market conditions, fostering responsiveness and adaptation.
  • Implement clear guidelines and performance metrics to ensure alignment with the company's overall strategy.
  • Provide training and development opportunities to equip local leaders with the necessary skills and knowledge to make effective decisions.

3. Foster a Culture of Innovation:

  • Encourage experimentation and risk-taking through dedicated innovation initiatives and cross-functional teams.
  • Invest in research and development to create new products and services that meet evolving consumer needs.
  • Implement a data-driven decision-making approach to identify emerging trends and opportunities.

4. Implement a Robust Performance Evaluation System:

  • Develop clear performance metrics aligned with the company's strategic goals.
  • Regularly evaluate the performance of individual teams and departments to identify areas for improvement.
  • Implement a balanced scorecard approach to measure performance across financial, customer, internal processes, and learning and growth perspectives.

5. Strengthen Corporate Governance:

  • Establish clear lines of accountability and reporting within the matrix structure.
  • Implement robust risk management and crisis management processes.
  • Ensure ethical decision-making and compliance with relevant regulations.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The matrix structure and decentralized decision-making model align with Arla's mission to become a global leader in dairy by fostering innovation, agility, and responsiveness to market needs.
  • External customers and internal clients: The recommendations aim to improve customer satisfaction by providing tailored products and services, while empowering employees to take ownership of their work and contribute to the company's success.
  • Competitors: Arla needs to differentiate itself from competitors by focusing on innovation, sustainability, and customer-centricity. The proposed structure will enable the company to achieve this through a more agile and responsive approach.
  • Attractiveness: The proposed structure will enhance Arla's operational efficiency, improve resource allocation, and drive growth in new markets. This will ultimately lead to increased profitability and shareholder value.

6. Conclusion

By implementing a matrix organizational structure with a decentralized decision-making model, Arla Foods can effectively manage its growing international business, foster innovation, and achieve its ambitious growth goals. This approach will empower local teams, enhance responsiveness to market changes, and ensure alignment with the company's corporate strategy and sustainability commitments.

7. Discussion

Alternatives not selected:

  • Centralized structure: This would maintain control but hinder agility and responsiveness.
  • Functional structure: This would limit cross-functional collaboration and hinder innovation.
  • Product-based structure: This would be less effective for managing diverse product lines and regional markets.

Risks and key assumptions:

  • Resistance to change: Implementing a new structure requires effective communication and change management strategies.
  • Lack of leadership skills: Empowering local teams requires training and development to equip them with the necessary skills and knowledge.
  • Maintaining alignment: Clear guidelines and performance metrics are crucial to ensure that decentralized decision-making remains aligned with the company's overall strategy.

8. Next Steps

Timeline:

  • Month 1-3: Conduct a thorough assessment of the current organizational structure and identify key challenges and opportunities.
  • Month 4-6: Develop a detailed implementation plan for the matrix structure, including roles, responsibilities, and reporting lines.
  • Month 7-9: Implement the new structure in phases, starting with pilot projects in key regions.
  • Month 10-12: Evaluate the effectiveness of the new structure and make necessary adjustments.

Key milestones:

  • Develop a comprehensive communication plan to engage employees and stakeholders.
  • Provide training and development opportunities for leaders and employees.
  • Implement a performance evaluation system aligned with the new structure.
  • Monitor progress and make necessary adjustments along the way.

By taking these steps, Arla Foods can successfully implement a new organizational structure that will enable it to achieve its strategic goals and become a truly global leader in the dairy industry.

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Case Description

In early 2013, the head of business development and commercial operations of Arla Foods, a dairy enterprise focused on Northern European markets, is examining, in the light of a new five-year strategy, alternatives to the existing organization structure. His dilemma is to determine the best structure that can deliver the strategy, which is focused on renewed international expansion. The new structure must support the company's strategy in relation to both the existing core markets in Northern Europe and also the growth markets of the future in countries of Asia and Africa. It must ensure that Arla Foods has the right competitive stance in individual markets, which vary widely in terms of customer buying habits and retail formats. It must also ensure regular innovation of dairy categories developed from local resources and marketable globally.

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