Managing strategic initiatives at Tetra Pak

Abstract

The corporate strategic plan at Tetra Pak had been assessed for the year. There were 15 initiatives under way in process improvement. There were another 17 strategic initiatives and many smaller projects also jostling for attention. All of these initiatives affected the market organizations in one way or another. Lack of coordination was a commonly heard complaint - sometimes up to eight initiatives would hit the markets at once. How can companies most effectively manage their strategic initiatives? This case provides an example of one innovative approach to the governance of strategic initiatives undertaken by Tetra Pak