Challenges for Coke Cola
Preparing the Workforce
Among the vastly growing diversity challenges Coca Cola continued to face statewide and globally to preparing their workforce, understanding the culture and overcoming major crisis in Belgium was one of the most challenging. After a mass recall in mid 1999, in which, Children at six schools in Belgium had complained of headache, nausea, vomiting and shivering after drinking Coca-Cola's beverages, leading to their hospitalizations. Most of them reported an unusual odor and an off-taste in the drink. Coca-Cola had to recall about 30 million cans and bottles, the largest ever product recall in its 113-year history. For the first time, the entire inventory of Coca-Cola's products in Belgium was banned from sale. Coca-Cola sales did drop that year but with their valued effort to regain the public’s trust, measures had to be put in place. Coke’s workforce had to be better prepared, re-trained, and safety precautions were put in place so that things like this would not happen again. The expectations and desired outcomes were directed at upper management to find better ways to connect with the employees and launch new initiatives in the ever-fast changing market. Coca-Cola Enterprises (CCE) faced strong competition from other beverage companies and needed a way to work more effectively with its customers and partners. This required innovation and a new way of communicating within the corporation. In 2008, CCE acknowledged that the current communications platforms were no longer enabling the innovation and collaboration required to take it to the next level and compete in an increasingly demanding economic environment. The increasing presence of competition were resulting the declining revenues. CCE decided to implement a Microsoft-based hosted worldwide intranet with messaging and collaboration tools, which are accessible to all employees from any device, enabling employees to boost productivity and time with
Among the vastly growing diversity challenges Coca Cola continued to face statewide and globally to preparing their workforce, understanding the culture and overcoming major crisis in Belgium was one of the most challenging. After a mass recall in mid 1999, in which, Children at six schools in Belgium had complained of headache, nausea, vomiting and shivering after drinking Coca-Cola's beverages, leading to their hospitalizations. Most of them reported an unusual odor and an off-taste in the drink. Coca-Cola had to recall about 30 million cans and bottles, the largest ever product recall in its 113-year history. For the first time, the entire inventory of Coca-Cola's products in Belgium was banned from sale. Coca-Cola sales did drop that year but with their valued effort to regain the public’s trust, measures had to be put in place. Coke’s workforce had to be better prepared, re-trained, and safety precautions were put in place so that things like this would not happen again. The expectations and desired outcomes were directed at upper management to find better ways to connect with the employees and launch new initiatives in the ever-fast changing market. Coca-Cola Enterprises (CCE) faced strong competition from other beverage companies and needed a way to work more effectively with its customers and partners. This required innovation and a new way of communicating within the corporation. In 2008, CCE acknowledged that the current communications platforms were no longer enabling the innovation and collaboration required to take it to the next level and compete in an increasingly demanding economic environment. The increasing presence of competition were resulting the declining revenues. CCE decided to implement a Microsoft-based hosted worldwide intranet with messaging and collaboration tools, which are accessible to all employees from any device, enabling employees to boost productivity and time with