Question

Here's my problem... Johnson & Johnson Generating awareness, understanding, and adoption of the process across 18/' business units was a key performance metric against which his team would be measured Keith had only limited resources to accomplish this objective Real People, Real Choices Johnson & Johnson is one of the world's leading manufacturers of healthcare products. It sells many familiar consumer brands such as Band-Aid Neutrogena, Listerine Splenda and Tylenol, as well as medical devices and prescription drugs Within this global company, the Earthwards approach motivates employ- ees to improve the sustainability of products. It defines how Johnson & Johnson thinks about and addresses its environmental and social impacts and challenges its people to design innovative and more sustainable solu- tions across a product's life cycle from formulation and manufacturing to product use and safe disposal When Johnson & Johnson launched the Earthwards process in 2009, Keith and his team used it to encourage 181's product teams to make sig. nificant improvements to 60 products. Today, Johnson & Johnson has inte grated and expanded the original process across the company. It uses the Earthwards approach to drive continuous innovation by requiring every new product to: • Meer product stewardship requirements. Every new product must achieve regulatory compliance and deliver on Johnson & Johnson's high standards. • Understand life cycle impact areas. The life cycle impacts of products are reviewed at the category level and opportunities to drive improvements are considered at the design, procurement, manufacturing, and marketing stages of a product's development Keith considered his Options 1.2.3 Continue a successful tactic from the early roll-out of Earthwards: Host regional green marketing conferences to bring together key stakeholders once per year. These meetings would showcase key tools and resources available that would Option then be distributed as requested by e-mail to other employees This is high touch and engaging but hard to scale effectively across such a large company Develop a customer intranet site, including an on- line scorecard to take Earthwards submissions from an Excel spreadsheet to an online database accessible by all employees. The site would also house all Option the tools and materials Keith and his team had developed to date to explain Earthwards and drive its adoption across 1&1's varied businesses. This solution is low.touch and not engaging, but it is efficient be Cause everyone in the company can access it easily. This database would free up resources that Keith and his team could use to further develop the Earthwards program both internally and in the marketplace Inviting every product team to: • Implement and validate improvements. Product teams collaborate with sustainability experts to implement recommended improvements, and en vironmental marketing claims are reviewed and approved in accordance with applicable guidelines Develop a high-touch strategy of identifying 20 to 30 influential leaders within Johnson & Johnson. Then set up multiple in-person meetings and training sessions with the goal of making the case for adoption of Earthwards into each leader's business process and then encouraging each of these leaders to drive adoption of the program within 18). This option would really engage people, but its impact would be hard to measure, Now, put yourself in Keith's shoes. Which option would you choose, and why? Encouraging the most sustainable product teams to: • Achieve Earthwards recognition, an honor celebrating our most in novative and improved products. If a product achieves at least three significant improvements across seven impact areas (materials used, packaging, energy reduction, waste reduction, water reduction, positive social impact or benefit, and product innovation), a board of internal and external experts determines if the product warrants Earthwards recognition and provides suggestions for additional improvements. Teams who receive Earthwards recognition are publicly congratulated on Earthwards.com and rewarded for their innovations by Johnson & Johnson leadership As he considered the best strategy to promote Earthwards, Keith knew that one of his biggest challenges was to convince J&J's 127,000 employees around the globe to buy in to the idea. He needed a way to drive awareness and inter- est in the Earthwards approach to sustainable product development across You Choose Which Option would you choose, and why? Option 1 Option 2 Option 3 See what option Keith chose in MyMarketinglab

Answer 1

The option 3 will be selected and work best, because it not only creates regular meeting with the influential leaders in the company, but also it provides opportunity to train them to work upon the promotion of Earthwards program. Here, each leader has its own followers. It means that conveying the idea, convincing them and readying them with the help of training, will bring synergy effect and it will be passed on to the several followers across the globe. These leaders will apply different methods of leadership opportunities to make effective communication and employees will take this idea seriously and become motivated to work upon it. The positive change will be reflected in the performance and efficiency delivered by the different strategic business units of the company where the leaders are performing their work to promote the program. Later on, corrective course of action can also be planned on the basis of results achieved.