Changes in the Organizational structure

Earlier, a traditional hierarchical, pyramidal organizational structure existed in

Nestlé before the GLOBE system was introduced. Nestlé thought this change
required skilled and informed employees who would no longer need to be
supervised. This structure does not encourage networking, and communications are
done through the ranks, which dissuade employee contribution. Cooperation was
shadowed by competitions and the obedience orientation, which discourages the
initiatives of GLOBE.
The change in this organizational structure required management strategies to
allow employees to cope with the changing structural dynamics and contribute to
the organization's goals.
GLOBE was Nestlé's new initiative that connects all Nestlé departments
worldwide and makes company information accessible to all its employees. So,
every employee is oriented to focus on the changes introduced by GLOBE.
The GLOBE initiative was meant to improve efficiency, increase the flow of
information, customer care services, and improve productivity.
The structural approach to manage this change was implemented by forming a
group of high officials which act as steering committees of senior managers to
appoint a multidisciplinary team that will design which actions to be taken in order
to realize the goal of the company using this new change.
The steps taken to change this structure is focused on things such as self-directed
work teams, like an amoeba. This will help in growing each cell itself. The
company restructured itself away from traditional roles to focus more on the
products, demographics, and customers.
Advantages of this structure:
 This structure dealt with the major issues of the company upfront as opposed
to being postponed to the next meet.
 Direct flow of information from marketers to production and finance
department improved the productivity
 This employee-oriented structure helped in motivating the employees to
push their skills and try to be more creative
Disadvantages of this structure:
  Too much information revealed to employees
 Manager felt they were losing their bearing and the power was being taken
away from them

Learning and training - Knowledge sharing in organization

Nestlé's sole purpose is to enhance the quality of life and contribute to a healthier
future. At Nestlé India, learnings and capability building initiatives are designed
which acts as knowledge sharing to improve employee’s personal performance
while achieving business goal.
The initiatives are in line with the current learning scenario at Nestlé's to suit the
need of today's learning:
There is additional focus on creating an ecosystem of learning across and learning
through local and corporate initiatives.
Nestlé also conduct training sessions across the operations covering environmental
sustainability, corporate governance, and nutrition. Nestlé conducts training on
Nestlé Corporate Business Principles (NCBP), and Code of Business Conduct
(COBC) are mandatorily conducted for all new employees across all onboarding
programs. The training sessions also included all need-based custom sessions
conducted during company summer trainee, management trainee, and technical
trainee operations.
Nutrition Quotient (NQ) training is the other training Nestlé conducts to develop a
sound understanding of nutrition and food groups skills among employees.
Through this, employees stay up to date on public health priorities. This training
also empowers them to use the knowledge professionally and personally in their
daily lives.

Career Development
Nestlé provides continuous learning and talent management to help the employees
develop and adapt their capabilities and career prospects in the rapidly changing
world. One of the unique things that could be seen in the career in Nestlé is its
global exposure, travel and opportunities for international assignments that are
made available for the employees. The company ensures that the technical and
managerial expertise is transferred across the Nestlé group which helps the
company to build local flavour into its global brand and provide opportunities for
the local managers to develop themselves into senior executives.
The company provides detailed guidelines and information on good practices over
the global intranet to complement the policies and systems along with regular
communication on progress, performance and good practices to the employees.
According to the HR policy of Nestlé, the manager has to act as a mentor for his or
her employee(s). Mentoring is the powerful tool that provide access to valuable
personal experience, insights and guidance from the senior Nestlé employees