BMZ ACADEMY
BMZ ACADEMY
@061 262 1185/068 053 8213/0717 513 144
BMZ ACADEMY 061 262 1185/068 053 8213/0717 513 144
, BMZ ACADEMY
Table of Contents
Assignment Question 1 .............................................................................................. 3
Assignment Question 2 .............................................................................................. 5
Assignment Question 3 .............................................................................................. 6
Visible artefacts ...................................................................................................... 7
Espoused values and norms .................................................................................. 8
Taken-for-granted assumptions .............................................................................. 8
Assignment Question 4 .............................................................................................. 9
Assignment Question 5 ............................................................................................ 14
Assignment Question 6 ............................................................................................ 17
References ............................................................................................................... 21
BMZ ACADEMY 061 262 1185/068 053 8213/0717 513 144
, BMZ ACADEMY
Assignment Question 1
“Organisations will not survive over the long term without the ability to learn and adapt
to changing environments.” There are various mechanisms that organisations can use,
in combination, to become a learning organisation. Apply any FIVE of these
mechanisms to the Michelin company throughout its history of publishing the Michelin
guide. In your answer, you need to identify the mechanism and then apply it to the
company. (10 marks, of which one mark is awarded for correctly identifying the
mechanism, and one mark is awarded for the correct application of the mechanism to
the company) [10 marks]
Leadership commitment to learning
Michelin's journey as a learning organization is exemplified by the leadership's
proactive commitment to continuous improvement and adaptability. When jean-
Dominique Senard was appointed CEO in 2012, he spearheaded a cultural
transformation that focused on empowerment, responsibility, and accountability. This
shift demonstrated leadership's commitment to learning and adapting to modern
business challenges. Senard’s leadership inspired a move from a hierarchical
structure to a more autonomous, collaborative environment, aligning the company’s
operations with contemporary organizational practices.
Building shared visions
The strategic vision of Michelin has evolved to inspire and engage its employees at all
levels. The "Michelin in motion" plan for 2030 illustrates this shared vision. It outlines
ambitious goals in connected solutions, high-tech materials, and sustainability,
emphasizing an "all-sustainable" approach. This vision not only guides Michelin’s
strategic initiatives but also fosters a collective sense of purpose among employees,
ensuring everyone works towards common objectives in environmental sustainability,
financial performance, and employee engagement (Venter & Botha, 2019).
Encouraging diversity
BMZ ACADEMY 061 262 1185/068 053 8213/0717 513 144
BMZ ACADEMY
@061 262 1185/068 053 8213/0717 513 144
BMZ ACADEMY 061 262 1185/068 053 8213/0717 513 144
, BMZ ACADEMY
Table of Contents
Assignment Question 1 .............................................................................................. 3
Assignment Question 2 .............................................................................................. 5
Assignment Question 3 .............................................................................................. 6
Visible artefacts ...................................................................................................... 7
Espoused values and norms .................................................................................. 8
Taken-for-granted assumptions .............................................................................. 8
Assignment Question 4 .............................................................................................. 9
Assignment Question 5 ............................................................................................ 14
Assignment Question 6 ............................................................................................ 17
References ............................................................................................................... 21
BMZ ACADEMY 061 262 1185/068 053 8213/0717 513 144
, BMZ ACADEMY
Assignment Question 1
“Organisations will not survive over the long term without the ability to learn and adapt
to changing environments.” There are various mechanisms that organisations can use,
in combination, to become a learning organisation. Apply any FIVE of these
mechanisms to the Michelin company throughout its history of publishing the Michelin
guide. In your answer, you need to identify the mechanism and then apply it to the
company. (10 marks, of which one mark is awarded for correctly identifying the
mechanism, and one mark is awarded for the correct application of the mechanism to
the company) [10 marks]
Leadership commitment to learning
Michelin's journey as a learning organization is exemplified by the leadership's
proactive commitment to continuous improvement and adaptability. When jean-
Dominique Senard was appointed CEO in 2012, he spearheaded a cultural
transformation that focused on empowerment, responsibility, and accountability. This
shift demonstrated leadership's commitment to learning and adapting to modern
business challenges. Senard’s leadership inspired a move from a hierarchical
structure to a more autonomous, collaborative environment, aligning the company’s
operations with contemporary organizational practices.
Building shared visions
The strategic vision of Michelin has evolved to inspire and engage its employees at all
levels. The "Michelin in motion" plan for 2030 illustrates this shared vision. It outlines
ambitious goals in connected solutions, high-tech materials, and sustainability,
emphasizing an "all-sustainable" approach. This vision not only guides Michelin’s
strategic initiatives but also fosters a collective sense of purpose among employees,
ensuring everyone works towards common objectives in environmental sustainability,
financial performance, and employee engagement (Venter & Botha, 2019).
Encouraging diversity
BMZ ACADEMY 061 262 1185/068 053 8213/0717 513 144
