CEMEX, headquartered in Mexico has grown through acquisitions from a local cement manufacturer in the world’s third largest. In the last 20 years, the company has a consistent leader in the use of IT and managing business-critical information in innovative ways in the cement and ready-mix concrete business. CEMEX has also accumulated knowledge about the integration of acquired businesses around the world and the development of business processes to integrate the best practices in different countries and regions. In 2000, CEO Loren … Read more »

CEMEX, headquartered in Mexico has grown through acquisitions from a local cement producers in the world’s third largest. In the last 20 years, the company has a consistent leader in the use of IT and managing business-critical information in innovative ways in the cement and ready-mix concrete business. CEMEX has also accumulated knowledge about the integration of acquired businesses around the world and the development of business processes to integrate the best practices in different countries and regions. In 2000, CEO Lorenzo Zambrano decided to codify best practice knowledge about the company, about 8 major global business processes through a three-year project called the CEMEX Way. Although the implementation cost was $ 200 million, the company over $ 120 million per year in IT and procurement to reduce costs. In 2004 the project was globally become an integral part of CEMEX’s approach to doing business, but had to be modified to take on more local innovation and flexibility, and best-practice changes recorded over the company be faster. How can CEMEX align the attitudes and values ​​of people and the right balance between the flexibility of local companies and global standardization grow in the future?
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from
Donald A. Marchand,
William J. Kettinger,
Rebecca Chung
Source: IMD
17 pages.
Release Date: 12 January 2005. Prod #: IMD284-PDF-ENG
CEMEX Way: The right balance between flexibility and Local Business Global Standardization HBR case solution

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