CEMEX A Building the Global Framework 19852004 Rosabeth Moss Kanter Pamela Yatsko Ryan L Raffaelli 2007
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CEMEX: A Building the Global Framework 19852004 Rosabeth Moss Kanter, Pamela Yatsko, Ryan L. Raffaelli, 2007 The text below describes how a building can be a catalyst for change in a region. Here we will analyze this document and analyze its impact on businesses in the industry. The document, “CEMEX: A Building the Global Framework,” was produced in 2007, during the height of the economic recession. The author
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Section: Assessment of Organizational Effectiveness In terms of organizational effectiveness, you have set the stage with your discussion of the importance of the global framework, its impact on the business operations, and your personal experience and opinion. However, I feel that your section on organizational learning and its potential for CEMEX might be more impactful. You are already using the analogy of the global framework to promote the effectiveness of the organization. However, here is an additional argument for why this approach would be particularly effective for CEMEX: CE
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19852004 CEMEX (a) Building the Global Framework, as a “mega-project”, was designed to be a landmark company in the 21st century. The project’s purpose was to provide a framework for CEMEX’s “next 50 years” of operations, and the project was a collaborative project that involved the company, the Mexican government, the private sector, and civil society. CEMEX was a global cement company headquartered in Mexico, a global “Cultural Superpower”
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“CEMEX (“we”) is an excellent case study that presents excellent opportunities for financial analysis by students.” — Rosabeth Moss Kanter in her book, Risk and Resilience: Essential Principles for a Sustainable Future (2012). As CEMEX continues to expand in Latin America and North America, this case shows that, for a building contractor, a comprehensive business-management approach that places the environment at the center is essential for success. At its best, CEMEX is a building-construction firm
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Brand new CEMEX had started its international business operations with the opening of its flagship office in Toronto. CEMEX’s global footprint had been launched in this first phase and thereafter, 3 more regional offices had been set up in Singapore, Sydney and Frankfurt. In 1991, CEMEX announced the opening of another regional office in Hong Kong, after acquiring a 25% stake in the Singaporean quarry owner, Pebble-Bed Construction. This was followed by the purchase of the Hong Kong Pebble
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CEMEX a building the global framework 19852004 (Rosabeth Moss Kanter, Pamela Yatsko Ryan L Raffaelli 2007) CEMEX (Companies for a Sustainable World) In the world of international business, where businesses often operate from a distance, CEMEX (Companies for a Sustainable World) was an ideal company to learn from. By the time CEMEX went public in 1995, a mere decade after my case study analysis